March 27, 2014
CITY COUNCIL INFORMATION TRANSMITTAL
March 27, 2014
The Following Council Action Requests Are Attached:
1. American Institute of Architects (AIA) Regional/Urban Design Assistant Team
(R/UDAT) Program ........................................................................................ 4
Memorandums Or Items Of Information Enclosed:
 Upcoming Public meetings & Events ............................................................. 74
 Scheduled City Council Agenda Items/Policy Issues ....................................... 79
 Status of Choke Canyon/Lake Corpus Christi Reservoir System ....................... 85
2
CITY COUNCIL ACTION REQUESTS (CCARS)
As of March 27, 2014
Ref.
No.
Date
Requested
1.
Mayor
Riojas
3/18/14
2.
McIntyre
3/18/14
3.
McIntyre
3/25/14
Action Request
Staff
Assigned
Provide a memo that explains the public process for the RUDAT Gus Gonzalez
include explanation of how the public may provide input and any
possible timeline. Attach an example document of how it was
done in the past.
Provide a memo that demonstrates the traffic safety Gus Gonzalez
considerations for the intersection at McArdle and Rodd Field,
specifically precautionary measures for slowing reckless traffic
before entering residential structure at that location.
Provide a memo that demonstrates the GIS information that the Susan Thorpe
911 operators have regarding current streets in Corpus Christi is
accurate and up to date.
3
Current
Status
Est.
Completion
Date
Enclosed
3/27/14
Working
4/3/14
Working
4/3/14
4
5
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2014 HARBOR BRIDGE
R/UDAT COMMITTEE
CORPUS CHRISTI, TX
st
MARCH 21 , 2013
CORPUS CHRISTI, TX: HARBOR BRIDGE REALIGNMENT
IMPACT to DESIGNATED AREA CAUSED FROM THE RELOCATION AND CONSTRUCTION OF NEW BRIDGE AND
REMOVAL OF OLD BRIDGE
REDEVELOPMENT OF PROPERTY WITHIN DESIGNATED AREA <See R/UDAT Aerial>
William McCord – Steering Committee Chairman
WKMC Architects, Inc.
909 S. Tancahua St.
Corpus Christi, TX 78404
361-561-2123 office
361-563-0584 mobile
http://www.wkmcarchitects.com
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ATTACHMENT 1
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R/UDAT AERIAL
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Table of Contents
1. R/UDAT Aerial……………………………………………………………………………………………….…………………….....2
2. Executive Summary. .................................................................................................................... 5
3. Background: City of Corpus Christi.............................................................................................. 7
History of Corpus Christi ...........................................................................................................................8
Future ........................................................................................................................................................9
Commerce ................................................................................................................................................9
Geography ................................................................................................................................................9
Climate ....................................................................................................................................................10
Demographics .........................................................................................................................................10
The GovernmentAAAAA .......................................... AA.AAAAAAAAAAAAAAAA.10-11
4. Problem Statement ............................................................................................................. 12-14
5. Objectives of the R/UDAT......................................................................................................... 15
6. Funding Sources.......................................................................................................................16
7. Timetable................................................................................................................................... 17
8. Steering Committee Members .................................................................................................. 18
9. Media Plan................................................................................................................................. 19
10. Resolutions & Support Letters ....................................................................................................
Corpus Christi Metropolitan Planning Organization Resolution ..............................................................20
Corpus Christi Metropolitan Planning Organization Support Letter .........................................................21
AIA of Corpus Christi Resolution of Support............................................................................................22
Corpus Christi Convention & Visitors Bureau Letter ................................................................................23
Port of Corpus Christi Resolution of Support ...........................................................................................24
Port of Corpus Christi Memorandum of Support .....................................................................................25
S.E.A. District (Sports, Entertainment, Arts District) ................................................................................26
The Devary Durrill Foundation ...............................................................................................................27
Durrill Properties Support Letter .............................................................................................................28
Hurricane Alley Water Park......................................................................................................................29
The Corpus Christi Museum of Science and History ..............................................................................30
Art Museum of South Texas ....................................................................................................................31
Corpus Christi Hooks Baseball ................................................................................................................32
USS Lexington Museum on the Bay ........................................................................................................33
The Texas State Aquarium ......................................................................................................................34
Corpus Christi Creative Connections/Festival of the Arts ........................................................................35
Fleet Feet Sports .....................................................................................................................................36
Concrete Street Amphitheater ................................................................................................................37
Brewster Street Icehouse ........................................................................................................................38
American Bank Center .............................................................................................................................39
Corpus Christi Chamber of Commerce....................................................................................................40
City of Corpus Christi Resolution to Support & Exhibit AAAAAAAAAAAAAAAAAAA.. 41-42
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Table of Contents
11. Exhibits (Hyperlinks)………………….……………..……………………………..………………………………..……………
A. Corpus Christi Pedestrian-Transit Master Plan………….………..…….The Goodman Corporation
Pedestrian-Transit Access Master Plan…………...……..………...…..…….<Pedestrian-Transit Plan>
B. Central Business Development Plan……………………..…………………….……..City of Corpus Christi
CBD Development Plan………………………………………….………….………….<See CBD Development>
North Beach Development (CBD Development Plan)..........A...A<See North Beach Development>
C. Building Blocks for Sustainable Communities…..….…..U.S. Environmental Protection Agency
Communities Selected in 2012 for Technical Assistance……….……….…….…….< See EPA.GOV>
Walkable and Livable Communities Institute……………………..….….……<See Walkability Audit>
D. S.E.A. District Street & Sidewalk Site Plan (Phase I)…………….……<SEA Street-Sidewalk Plan>
E. Agreement for Strategic Planning Services…………..…….……………………..City of Corpus Christi
The City of Corpus Christi has entered into a service agreement with the consulting
firm of Goody Clancy and Associates, Inc. for the purpose of developing a Strategic
Comprehensive Master Plan for the entire City and will also provide a Downtown Area
Development Plan..AAAAAAAAAAAAAAAAAAAA.AA...AA See City Legislation>
F. Port of Corpus Christi Strategic PlanAAAAAAAAA.AAA.AAAAA.Port of Corpus Christi
POCCA Strategic PlanAAAAAAAAAAAAAAAAAA.AAAAA...< Port Strategic Plan>
G. Economic Development Community InformationAAAAAAAA.Corpus Christi EDC Corporation
EDC Community InformationAAAAAAAAAAAAAAA.AAAAA<See EDC Community>
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EXECUTIVE SUMMARY
The City of Corpus Christi has an historic opportunity to thoughtfully and creatively plan for future
development of a substantial area of its urban core. This opportunity is driven by a major infrastructure
project that has been in process for more than 10 years and is now moving toward fruition.
The Texas Department of Transportation and the Federal Highway Administration are preparing to replace the
Harbor Bridge, an iconic and critical piece of transportation infrastructure that spans the Corpus Christi Ship
Channel and provides access to the north shore of Corpus Christi Bay. According to an Environmental Impact
Statement from TxDOT, “The need for the proposed project has been identified from underlying
transportation deficiencies with the Harbor Bridge and US 181 in the project area, which include maintaining
the long-term operation of US 181 crossing of the Corpus Christi Ship Channel and safety risks caused by
design deficiencies.” A proposed alignment for the new bridge, the “RED” route, has been chosen for detailed
design and construction. This route moves the bridge approximately ¼ mile west on the south arrival and
substantially modifies the North Beach arrival. <See TxDot Harbor Bridge Project>
The new bridge routing will alter the configuration of existing connecting roads and approaches. Removal of
the existing bridge will similarly affect existing roads and land uses. Though the process that TXDOT is
following provides ample opportunity for public input regarding the environmental impact of the project, it
does not create a broader vision for how the affected areas could capitalize on the opportunities created by
the new alignment. While the City of Corpus Christi has various master plans that involve portions of the
project area, none take into account relocation of the Harbor Bridge.
Simultaneously, Corpus Christi is experiencing somewhat of an economic boom as a result of major oil and gas
discoveries in the Eagle Ford Shale, a geologic formation running from Laredo to Central Texas. Hydraulic
fracturing technology has unlocked vast reservoirs of hydrocarbons and stimulated tremendous spending on
exploration and development. An important consequence of this find is its impact on the Port of Corpus
Christi. Historically, the Port has been primarily an import facility to bring crude oil to a battery of refineries
that line the Ship Channel. But, with abundant production of light, sweet oil and pipeline expansion, the local
refiners are rapidly converting their processes to support outbound shipment. As a result, the Port has
recently become a net exporter.
Further, the Shale provides abundant natural gas that is very cheap relative to other fuel sources for energy.
This cost advantage is attracting multi-billion dollar investments from companies engaged in exporting
liquefied natural gas, direct reduced iron briquettes, and plastics.
As a community we have been here before. We have more than passing familiarity with boom and bust cycles.
This time there is a very serious effort to cultivate long-term industrial development. <See EE news article>
The Harbor Bridge project is budgeted at approximately $750,000,000. In conjunction with that investment,
low unemployment, a rising per capita income, increasing sales tax revenues, rapidly expanding ad valorem
property tax revenues, and an aggressive approach to doing business, Corpus Christi and the surrounding bay
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Executive Summary
area communities are poised for a bright future. Removal of the existing bridge will provide an unprecedented
opportunity to connect our city’s urban core of entertainment, sports, history, and culture. It is the desire of
the Steering Committee to bring an AIA Regional/Urban Design Assistance Team to town to help us create this
new vision.
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Background: City of Corpus Christi
While Corpus Christi has won awards as an All-American City, as the Fifth Most Desirable City for Relocating
Families, and as one of the most technologically advanced cities of its size in America, it is really a diamond in
the rough, and a city brimming with potential economic growth and population growth. Known as the
Sparkling City by the Sea, Corpus Christi offers some amazing opportunities.
Located on Texas’ Gulf Coast, it is hard to find an area surrounded by more natural beauty. Part of the City
itself lies on Padre Island (the world’s longest barrier island) and just to the south lays the Padre Island
National Seashore. The park is 70 miles long and hosts 63.5 miles of Gulf Beach. Also nearby are Aransas
National Wildlife Refuge, the Rob and Bessie Welder Foundation and Refuge, Goose Island State Park, and
Lake Corpus Christi State Recreation Area. Together these provide a variety of pristine beach, dune, and tidal
flat environments. Recreational opportunities include boating, swimming, fishing, camping, bird watching,
windsurfing, kite boarding and turtle watching. Not far to the west is some very good hunting (doves, quail,
deer, turkey and hogs). The City’s marina is a real treasure and one of a very, very small number worldwide
where you can tie up your boat and walk across the street to have dinner.
The two mile seawall protects the downtown from storm surges and is a great place to walk, run or
rollerblade. The skyline is on one side and the bay on the other. Sailing races are held weekly off the
downtown marina every Wednesday, where spectators watch vessels competing during sunset. The City hosts
a number of annual festivals and events including Buccaneer Days, the All-Texas Jazz Festival, the Navy Relief
Festival, the New Year’s Day Swim, and the Cinco de Mayo celebration.
The City is home to a number of professional sports teams including the Ice Rays of the North American
Hockey League, the Hooks of the Texas League (Double A baseball) and the Hammerheads of the Intense
Football League. Corpus Christi is also home to a rugby club that is a member of the Texas Rugby Union. But it
is not all about the sports and the outdoors. The City is home to a number of popular destinations such as the
Texas State Aquarium and the USS Lexington (a retired aircraft carrier) Museum. Nearby museums are the
Museum of Asian Cultures, the Corpus Christi Museum of Science and History, the South Texas Institute for
the Arts, and the Harbor Playhouse Theatre (one of the oldest continually operating community theatres in
Texas). Heritage Park includes a number of older restored houses. The downtown area is home to skyscrapers
such as One Shoreline Plaza, company offices, various shops and the City’s marina. The Texas Surf Museum is
also there and explores the history of surfing and focuses on surf culture along Texas’ 367-mile (591 km) coast.
Life in the community is pleasant and neighbors know and help each other. So it is a friendly place. Equally
important, house prices are quite reasonable. A very nice 2,400 square foot home (three or four bedroom,
two baths) can be purchased for between $150,000 and $300,000. The City has five public school districts. The
City does have some excellent private schools as well. The institutions of higher learning include Del Mar
College and Texas A&M University at Corpus Christi (including the Harte Research Institute). Nearby is the
University of Texas at Austin Marine Institute in nearby Port Aransas.
Shopping and restaurants are diverse and quite good. If you want to get away, the Corpus Christi International
Airport is served by Southwest, United and American Airlines. San Antonio is just two hours to the northwest
by car and Houston is four hours to the northeast.
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History of Corpus Christi
In 1519, on the Roman Catholic Feast Day of Corpus Christi, Spanish explorer Alonzo Alvarez de Pineda
discovered a lush semi-tropical bay on what is now the southern coast of Texas. The bay, and the city that
later sprung up there, took the name of the feast day celebrating the “Body of Christ.”
Corpus Christi began as a frontier trading post founded in 1838-39. It remained an obscure settlement until
July 1845, when U.S. troops under General Zachary Taylor set up camp in the area and remained until March
1846, when it marched southward to the Rio Grande to enforce it as the southern border of the United States.
About a year later, the city took the name Corpus Christi and it was incorporated in 1852. The city charter was
adopted in 1876 and the city’s first ordinance, adopted in early 1879, made it against the law to let hogs and
goats run loose.
The chief impediment to growth, however, was the lack of a deep water port, a problem that occupied the
town’s leaders for the next seventy years. Large ships, unable to enter Corpus Christi Bay, were forced to
anchor offshore where supplies were offloaded onto lighters, shallow-draft vessels capable of navigating the
narrow, twisting channels of the bay. During the early years of the Civil War, Corpus Christi served as an
important crossroads for Confederate commerce. In defiance of the Union blockade, small boats sailed inside
the barrier islands transporting goods from the Brazos River to the Rio Grande or delivering them for overland
transport to Mexico.
Between 1870 and 1880 Corpus Christi was the center of a wool market. But the growth of the cattle industry
had the greatest impact on the town’s economy in the post-bellum period. During the great cattle boom of the
1870s Corpus Christi emerged as an important shipping point for cattle from the South Texas plains, and in the
1880s packing houses, stockyards, and markets for hides, tallow, and other cattle by-products flourished.
As the city grew in importance as a shipping center, efforts were made to improve access to the ocean. In
1874 the main sea channel was dredged to a depth of eight feet to allow large steamers to navigate. The
railroad also reached the town in the mid- 1870s. The decades of the 1880s and 1890s brought other signs
that Corpus Christi was developing into a modern city. Many of city’s streets were paved for the first time, a
street railway system was built in 1889, and a public water system opened in 1893. By 1914 Corpus Christi was
served by four railroads.
In September, 1919, the City was hit by a powerful hurricane that destroyed much of the North Beach area
and the central business district and killed some 350 to 400 people. The tremendous economic loss convinced
civic and business leaders that for the city to recover and prosper it would be necessary finally to build a deep
water port. Various city and local organizations lobbied the federal authorities to build a thirty-foot-deep
channel from the gulf to a protected harbor in the city. In 1922 President Warren G. Harding approved a river
and harbors act that authorized construction of the ship channel. Dredging and construction began the
following year. Finally, on September 14, 1926, seven years to the day after the hurricane hit, the jubilant city
celebrated the opening of its deep water port.
During the Great Depression growth slowed. The discovery of oil in the county in 1930 and the continued
development of the port of Corpus Christi, however, helped to offset the depression’s worst effects. In the
years since, the City has continued to grow.
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Future
The City’s economic future is bright. The Eagle Ford shale oil and gas fields run from the Mexican border to an
area northwest of Houston with the heart of the fields being between San Antonio and Corpus Christi. The
result has been a significant amount of development northwest of the City that has already had a positive
impact. Also, planned is a 574 acre mixed use development on Padre Island (inside the city limits) with the
highlight being a new Schlitterbahn water park with lodging (scheduled to open in March, 2014). It also
includes a marina and a golf course.
Commerce
Key industries include petrochemical, tourism, health care, retail,
education, shipping, agriculture and the military. Over the years, Corpus
Christi has grown into a regional hub for marketing, processing,
packaging and distributing agricultural commodities for a 12-county
trade area. The majority of Corpus Christi working population is
employed in the services, wholesale and retail trades, and government
sectors. The Port of Corpus Christi, which is the fifth largest U.S. port and
deepest inshore port on the Gulf of Mexico, handles mostly oil and
agricultural products. In 2010, the Port was ranked as the 54th largest in
the world by cargo tonnage. The City is home to two military
installations: the Corpus Christi Army Depot (the largest helicopter
repair facility in the world) and Naval Station Corpus Christi. The City’s
major employers are shown in Table II.
Other companies based in Corpus Christi include
Stripes Convenience Stores and AEP Texas. The
City was also home to the headquarters of
Whataburger (a fast food restaurant operator
and franchiser with 650 stores in ten states and
Mexico) before it moved to San Antonio.
Geography
Corpus Christi lies on Corpus Christi Bay on the Gulf of Mexico and covers a total area of 460.2 square miles, of
which 154.6 square miles (33.6%) is land and 305.6 square miles (66.4%) is water. Most of the City is located
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Geography
on the mainland but a portion is on Padre Island– a barrier island which is 113 miles long and the second
longest island in the United States. The City is relatively flat and is an average of 27 feet above sea level.
Climate
Corpus Christi has a humid subtropical climate meaning it has long hot summers and very short mild winters.
Average nighttime winter lows in January, the coldest month, are a little less than 50 °F. In December 2004,
the city experienced snowfall on Christmas Eve, the City’s largest recorded snowstorm at 4.4 inches. The snow
stayed until Christmas Day and melted the day after. Corpus Christi tends to be windy, with gusts often
reaching more than 40 miles per hour. Interestingly, in spite of its location on the Gulf Coast, Corpus Christi is
rarely impacted by hurricanes. In fact the last one that struck the City occurred over 40 years ago.
Demographics
As can be seen from Table IV, the population of Corpus Christi is spread relatively equally among the age
groups under the age of 65. In terms of race, the population is 81% white, 4% African American, 2% Asian and
the remainder are some other races and two or more races. Hispanics (all races) make up 60% of the
population. The most recent available Census report a median household income of $43,457. In terms of
education, slightly over 20% of the City’s population did not have a high school degree. 59% had a high school
degree but not a Bachelor’s Degree. Finally a little over 20% had a Bachelor’s Degree or higher.
The Government
Corpus Christi has a home-rule government with a mayor, eight council members
and a city manager. The city manager functions as the chief executive officer,
carrying out policy and handling operations as directed by the city council. Five of
the Council Members represent single member districts while the other three and
the mayor are elected at large. All serve two year terms and are limited to four
consecutive terms with a limit of six consecutive terms in any combination of
mayor and council member. Further, once term limited, an elected official must
sit out three consecutive terms before running again. Elections coincide with the
national elections and all nine Council Members are up for election at the same
time. The government has been relatively stable for the last 30 years.
Corpus Christi is a full service city providing police, fire and emergency medical
services, health, parks and recreation (which include youth and senior programs),
a natural history museum, libraries, golf courses, an airport, a marina, water,
wastewater, gas, garbage collection, recycling, street maintenance, traffic signs
and signal maintenance.
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The Government
The City places strong emphasis on recreation and cultural amenities. Part of that commitment includes
substantial funding for local arts organizations. Citizens and visitors can easily access any one of six libraries, or
spend a day at the Corpus Christi Museum of Science and History. Another beautiful and popular attraction
has always been the bay-front marina, located a stone’s throw from downtown Corpus Christi. To enhance
economic development efforts, the city provides funding and support to the Corpus Christi Regional Economic
Development Corporation.
The City of Corpus Christi constantly strives to continuously improve the programs and services it provides for
local residents and visitors, with a special importance placed on responsive customer service. In fact, the city’s
organizational goal is to be a national leader of excellence in public service. < C.C. Caller Times >
The City’s General Fund Budget is $205.1 million and the Total Operating Budget is $730.4 million. The City has
3,134 FTEs. Of those, approximately two thirds are in the General Fund. Overall, the City is in good financial
condition in terms of day-to-day operations.
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PROBLEM STATEMENT
When the original Harbor Bridge was completed in 1959, its span largely crossed under-developed or
industrial property. It replaced a bascule bridge that was a major impediment to both marine vessels and road
vehicles, while connecting the north shore communities on Corpus Christi Bay to the City. The vast majority of
the Bay area’s residents have never known the City without the bridge. It is, perhaps, the signature symbol of
our community’s heritage and history, and a source of pride.
In the 55+ years following the bridge’s opening, areas proximate to it have developed in ways that were
probably not anticipated. On the south shore, immediately east of the bridge, a civic district comprised of a
convention center, auditorium, sports arena, art museum, science and history museum, water garden,
bayfront park, community theater, and historic homes park have all been completed. There are still several
blocks of unimproved land available for further development and a host of ideas for the future.
West of the bridge, the Port converted an old wharf and warehouse complex into the Ortiz Center, a
conference center for both public and private use. Ryan-Sanders Baseball and the City of Corpus Christi
partnered to bring professional baseball to town with the Corpus Christi Hooks, an Astros AA minor league
team, and Whataburger Field, a unique ballpark located on the Ship Channel. There are not many places
where fans can enjoy seeing a long fly ball sailing over the left field fence with an oil tanker sailing by in the
background. In the meantime, the Harbor Bridge is putting on a show with a computerized, highly animated
lighting display.
A private developer, Durrill Properties, has invested heavily in the area with the creation of such venues as
Concrete Street Amphitheater, Brewster Street Icehouse, and Hurricane Alley Waterpark. As well as sparking
interest in the area through entertainment, the Durrill family has also been heavily engaged in philanthropy
benefiting the community they call home. Their enthusiasm for Corpus Christi is evident in the Miradores, a
series of lookout pavilions constructed at intervals along the Seawall, one of which pays tribute to the memory
of Tejano entertainer Selena. Other public art has also been contributed by the Durrill family.
That commitment to developing the area recently has led Durrill Properties and the City of Corpus Christi into
a public-private partnership to operate the Museum of Science and History.
In 2012, a coalition of organizations was created under the banner Sports Entertainment Arts District
www.seadistrictcc.com. SEA District is designed to promote the various venues described above and
encourage development of the area as a destination for residents and visitors alike.
Historic Relevance:
Roads
Construction of the Harbor Bridge carrying US 181 over the Port’s ship channel was completed in 1959. The
structure replaced a bascule bridge responsible for chronic traffic delays due to its constant raising and
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Roads
lowering. By the end of the 1960s the road network had received two high-capacity roads linked to the bridge:
the north-south SH 286 (locally known as the Crosstown Expressway) and the east-west IH 37.
The study area neighborhoods were greatly disrupted, both physically and contextually, by the construction of
these roadways. Former through-roads became dead-ends and entire blocks of homes and commercial
buildings were demolished. The Harbor Bridge created a physical and visual barrier in the SEA District and
further isolated the residential neighborhoods from the “downtown”.
Study area character
The core of the city first developed from a grid laid out in 1852 along the waterfront in the approximate area
between Cooper’s Alley and Twigg Street. As the city expanded to the north, west, and south, a 40-foot-high
clay bluff located several blocks inland from the bay served as a natural line of demarcation between the
“uptown” and “downtown” areas of the city.
The area known as the “Northside,” encompasses the portion of the city now north of IH 37, southwest of
West Broadway, and east of Nueces Bay Boulevard. North Port Avenue bisects the Northside, dividing it into
the historically African American Washington- Coles neighborhood to the east and Hillcrest to the west.
Public housing
In the late 1930s a Corpus Christi Housing Authority (CCHA) study revealed that residents of the city’s slums
lived in overcrowded, unsafe structures and lacked even the most basic amenities. These findings instigated a
CCHA effort to clear some of the worst slums, and existing substandard dwellings were demolished to make
way for three low-cost housing projects.
In the study area the D.N. Leathers Place, developed in 1940 and officially opened in 1941, was built to house
approximately 122 families providing African American residents with “decent, safe, and sanitary dwellings” at
a time when many residents of the Washington-Coles neighborhood lived in substandard housing. The
Leathers project provided housing in close proximity to churches and the Solomon M. Coles School, as well as
the port and other major employers of African Americans.
While the CCHA projects were successful, the need for low-cost housing remained. A number of churches and
secular organizations also constructed privately owned housing projects. North Side Manor, located between
Sam Rankin and North Alameda below West Broadway, was sponsored by St. Matthew Baptist Church located
in the Washington-Coles neighborhood.
The north end of the bridge lands on a low-lying peninsula known as North Beach. Historically, North Beach
was a tourist destination with hotels, restaurants, amusement parks and fishing piers. But, it has always been
vulnerable to flooding and past hurricanes erased many of those properties and discouraged re-development.
When the Harbor Bridge was completed, it made North Beach more accessible, but it also created a highspeed through-route that reduced opportunities for casual traffic. With the bridge and improvements to the
Nueces Bay Causeway, SH181 became a freeway with minimal connection to North Beach.
Despite some of the physical limitations of topography, North Beach has continued to function as a tourist
district. Two very significant venues have developed on the south end of the peninsula. The Texas State
Aquarium is renowned as the premier research and entertainment facility featuring the Gulf of Mexico. Its
2014 R/UDAT HARBOR BRIDGE COMMITTEE
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OFFENDERS WILL BE SUED IN A COURT OF LAW.
Public Housing
neighbor, The USS Lexington Museum, is an historic naval ship museum that showcases a vintage Essex class
aircraft carrier with a proud history of national service, CV16, also known as The Blue Ghost.
Other North Beach features include budget tourist courts, condominiums, and a full-service hotel. West of
SH181, an excavated channel connecting to Nueces Bay serves the Harbors residential community and several
commercial/industrial properties. For the most part, though, North Beach is under-developed.
When the new bridge is completed, the existing Harbor Bridge will be removed – and that presents a variety of
challenges and opportunities for creating new civic, transit, social, commercial, and recreational connections
in its shadow and surrounding areas.
Key issues that the R/UDAT will address include:
1. Mixed land ownership and easements within the existing bridge ROW’s will need resolution.
2. Confused arrival experience from existing bridge and IH37 to downtown.
3. Very weak integration of vehicular, mass transit and pedestrian access to SEA District, BayFront and
North Beach.
4. Difficult, indirect connection between SEA District and North Beach.
5. Washington-Coles neighborhood is blighted and has a severe lack of alternative affordable housing but
it also has historical and cultural significance.
6. Vehicular access to the SEA District from Shoreline Boulevard is constrained by the position of major
facilities. Shoreline essentially dead-ends into the Convention Center. Note that the SEA District
receives >1.7 million visitors annually, with combined sales in excess of $42 million. The area provides
1,000 jobs.
7. Venues reserve a great deal of land that could be put to higher and better use if parking and pedestrian
movement could be managed more efficiently.
8. North Beach will be even more physically isolated from major tourist areas in downtown because of
the bridge re-route. Note that North Beach receives >750,000 visitors annually.
9. Extending a pedestrian/bike path from the new bridge into the SEA District.
10. Industrial expansion and activity are in conflict with residential areas because of perceived or real
environmental risks.
11. Commercial, retail, and entertainment uses lack density and diversity to reach critical mass for
attracting both visitors and citizens.
12. Connecting the North Side neighborhoods and SEA District to uptown.
13. Relocation of the bridge will enable use of the Ortiz Center (a community building on the Ship Channel,
owned and operated by the Port) as a cruise line terminal, with attendant issues of parking, ground
transportation, and access to amenities.
14. Port rail system and certain material handling facilities must remain in place and operational.
2014 R/UDAT HARBOR BRIDGE COMMITTEE
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OBJECTIVES
1. Recommendations on land use and zoning optimized for:
a. Preservation and restoration of historic Washington-Coles neighborhood.
b. North Beach commercial, entertainment, recreational and residential development.
c. SEA District mixed use development.
d. Integration with industrial and port activities.
e. Improved parking density and efficiency.
2. Development concepts in the public domain for existing bridge corridor, both sides of the channel.
3. Pedestrian and transit concepts to unify and connect SEA District amenities.
4. Concepts for improving connectivity between North Beach and SEA District, e.g. water taxi, gondola,
shuttle system.
5. Establish concepts for ambience, particularly with respect to streetscaping, lighting, signage and wayfinding to unify and enhance the destination quality of the area, while improving pedestrian safety.
6. Within the larger context of the report, provide 4-5 actionable projects that could be implemented
within a 10-year timeframe.
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FUNDING SOURCES
The entities that have provided members for the Steering Committee have also committed to financial support of the
2014 R/UDAT. The Committee is very interested in learning from AIA learning the needs of the Team and the larger
process. The expense side of the budget will be more fully developed as the project evolves. However, we are confident
that funding the effort can be accomplished, as evidenced by the following pledges just from the Committee:
City of Corpus Christi
Metropolitan Planning Organization
Port of Corpus Christi Authority
American Electric Power
Regional Transportation Authority
Devary Durrill Foundation
Lexington Museum on the Bay
Texas State Aquarium
RVE Engineering
WKMC Architects
Preliminary Contribution Total
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$5,000
$2,500
$2,500
$45,000
Donations-in-kind include:
•
•
•
•
•
•
Convention and Visitors Bureau has indicated that lodging can be made available at reduced or comp rates.
Del Mar College has offered to host the event at its Emerging Technologies Center, which includes access to the
architectural technology labs and computer systems. Del Mar may also provide student participants for the
charette.
Texas A&M University – Kingsville has expressed strong interest in providing students from its Architectural
Engineering program to support the charette.
Regional Transportation Authority has agreed to provide ground transportation to Team members.
Brewster Street Icehouse has offered to provide meals for some of the Team activities.
AIA Corpus Christi Board and individual members have also expressed very strong interest in participating.
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OFFENDERS WILL BE SUED IN A COURT OF LAW.
TIMETABLE
Scheduling of the R/UDAT has to allow time for identification and assembly of the R/UDAT members; it should also be
scheduled around the peak tourist season in order to receive favorable rates on accommodations. Consequently, the
Committee favors conducting the event in early fall of 2014.
While the Steering Committee is eager to move forward expeditiously with the project, we recognize that the new
harbor bridge is only now entering procurement. TxDOT anticipates at least a 2-step process of selecting qualified teams
to be considered, and then receiving proposals for design and construction. It is not likely that design will start earlier
than Q1 of 2015. Completion of the bridge is forecast in 2020. Only then will the existing Harbor Bridge be demolished.
Thus, there is not a great sense of urgency but there is great importance attached to the R/UDAT.
The timing of early fall 2014 is especially relevant due to recent changes in the City of Corpus Christi’s planning activities.
On February 11th the City engaged Goody Clancy & Associates of Boston, MA to update the city Strategic Comprehensive
Master Plan and concurrently develop a Downtown Area Development Plan. Their schedule indicates that the Strategic
Plan, which has begun, will be complete by mid-2015. The Downtown Area Development planning process will begin in
the August 2014 time frame and be completed by the fall of 2015.
The R/UDAT would provide an excellent framework for the area plan development and assure that value is added to the
R/UDAT effort. It will also provide valuable guidance to private property owners and developers in the affected areas.
2014 R/UDAT HARBOR BRIDGE COMMITTEE
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PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.
STEERING COMMITTEE MEMBERS
Name
Email Address
Company
Phone
Number
William McCord
Pat Veteto
Tom Niskala
Dan Biles
Jamie Pyle
Joe Adame
Lamont Taylor
David Krams
Tom Schmid
Rocco Montesano
David Michaelsen
Bob Schulte
Marcia Kelly
wmccord@wkmcarchitect.com
patveteto@rve-inc.com
tomn@cctxmpo.us
danb@cctexas.com
jamiepy@cctexas.com
joe@joeadame.com
itshadow@gmail.com
krams@pocca.com
tschmid@txstateaq.org
rocco@usslexington.com
dave@pocca.com
bobs@durrillproperty.com
marciak@durrillproperty.com
WKMC Architects, Inc.
RVE, Inc.
C. C. MPO
City of Corpus Christi
City of Corpus Christi
Joe Adame & Assoc.
Retired / City of C.C.
Port of Corpus Christi
Texas State Aquarium
USS Lexington Museum
Port of Corpus Christi
S.E.A. District, Inc.
Durrill Properties
Business Development
361-563-0584
361-815-2371
361-779-3807
361-826-3500
361-826-3502
361-877-1921
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361-885-6134
361-548-0544
361-549-5742
361-816-8829
361-765-8755
361-947-2856
18
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Board ofSTRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFR FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS
DirectorsPRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.
Jim Kunau
President
Hurricane Alley
SEA District Inc. 615 S Upper Broadway
Corpus Christi, TX 78201 361-826-0688
Jason Rodriguez
Vice President
Hester’s Cafes
Joye LaBarrett
Secretary
C.C. Creative
Connections
Michael Wood
Treasurer
Hooks Baseball
Jim Salamenta
Board Member
American Bank
Center
Media Plan
•
•
•
•
•
•
Begin with Press Releases after submitting Application.
Press Release when selected.
Radio and TV Interviews as process progresses.
Repeat Press Release and Interviews just before delegation arrives in CC.
Press Conference with delegation when they arrive.
Final Press Releases and Conference after delegation completes report.
2014 R/UDAT HARBOR BRIDGE COMMITTEE
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STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFR FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS
PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.
2014 R/UDAT HARBOR BRIDGE COMMITTEE
25
20
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STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFR FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS
PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.
2014 R/UDAT HARBOR BRIDGE COMMITTEE
26
21
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STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFR FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS
PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.
AlA Corpus Christi
A Chapter of the American Institute of Architects
Resolution of Support for the Regional/ Urban Design Assistance Team (R/UDAT)
Project
Whereas, the Texas Department of Transportation, in cooperation with the Federal Highway
Administration, will relocate the existing Corpus Christi Harbor Bridge with the intent to
improve the approach roadways along US 181and SH 286, and
Whereas, the existing Harbor Bridge will be removed and the land area will become
available for redevelopment, and
Whereas, the new bridge will require redevelopment to respond to the configuration
of new connecting roads, and
Whereas, the relocation project represents a unique opportunity to redevelop, reunite and
improve areas affected by this change for the benefit of the community, and
Whereas, the American Institute of Architects (AlA) R/UDAT program can provide expertise
and direction in an expeditious manner to develop an area vision and a plan for
implementation, and Whereas, a committee of community leaders has assembled for the
express purpose of submitting an application for the R/UDAT program for this specific area,
and
Whereas, AlA Corpus Christi, as the local chapter of the American Institute of Architects,
represents local architects with the mission to be a "resource for the community"
particularly in the areas of urban development and the built environment, and
Whereas, the AlA R/UDAT program embodies those same goals,
Therefore, Be it Resolved by the Corpus Christi Chapter of the American Institute of
Architects that:
1. AlA Corpus Christi acknowledges and supports participation in the R/UDAT project and,
2. Provides support and assistance to the project through solicitation of volunteers and
funding.
P.O. Box 1323
Corpus Christi, Texas 78403
2014 R/UDAT HARBOR BRIDGE COMMITTEE
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PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.
2014 R/UDAT HARBOR BRIDGE COMMITTEE
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23
PORT CORPUS CHRISTI
Resolution of support of the 2014 Harbor Bridge
Regional/Urban Design Assistance Team Committee
WHEREAS, the Texas Department of Transportation in cooperation with the Federal Highway
Administration proposes to replace and relocate the existing Corpus Christi Harbor Bridge and improve the
approach roadways along US 181 and SH 286: and,
WHEREAS, the existing Harbor Bridge will be removed and the land area will become available for
redevelopment: and,
WHEREAS, the area adjacent to the new bridge will require redevelopment to respond to the
configuration of new connecting roads: and,
WHEREAS, the relocation project represents a unique opportunity to redevelop, reunite and improve
areas that are economically challenged: and,
WHEREAS, the Port of Corpus Christi Authority (PCCA) has contributed real estate and pledged
funds for the new Harbor Bridge project: and,
WHEREAS, the American Institute of Architects - Regional/Urban Design Assistance Team
(R/UDAT) program will be invited to provide expertise and direction in an expeditious manner to develop
an area vision and implementation plan: and,
WHEREAS, the PCCA has had, and will continue to have, a representative role in the development
of the urbanized areas adjacent to the Port: and,
NOW, THEREFORE, BE IT FURTHER RESOLVED BY THE PORT COMMISSION OF THE
PORT OF CORPUS CHRISTI AUTHORITY that the Port of Corpus Christi Authority acknowledges
and supports the participation in the Regional/Urban Design Assistance Team project by providing staff and a
pledge of $5,000 in financial support for the 2014 Harbor Bridge R/UDAT Committee to execute this project.
2014 R/UDAT HARBOR BRIDGE COMMITTEE
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March 10th, 2014
The American Institute of Architects
Regional/Urban Design Assistance Team Program
Project Application – Corpus Christi - 2014 Harbor Bridge R/UDAT Committee
Dear Ladies and Gentleman:
As a private business owner within the designated R/UDAT area I am extremely supportive and would greatly
appreciate the input from your group of experts. Brewster Street Icehouse opened for business in 2006 and has
become one of the best known establishments in Corpus Christi.
With the new bridge being built and old bridge coming down the information provided by the R/UDAT team will
be invaluable to our community. This is a unique opportunity for the redevelopment of a vital area within the city
and will impact our community for years to come.
I am asking for your strong consideration in selecting our application for one of your R/UDAT Projects in 2014
and to assist our community into becoming one of the most exciting sports, entertainment and art districts in Texas
and beyond.
Sincerely,
1724 N Tancahua St, Corpus Christi
(361) 884-2739
2014 R/UDAT HARBOR BRIDGE COMMITTEE
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www.brewsterstreet.net
38
March 14, 2014
The American Institute of Architects
Regional/Urban Design Assistance Team Program
Project Application
Dear Ladies & Gentleman,
The SMG managed American Bank Center wholeheartedly endorses the Corpus Christi Regional/Urban Design Assistance
Team (R/UDAT) project.
As the newly created SEA District initiates its growth in our community, it has become more important than ever to have a
clear vision of the future as it pertains to our community and in particular as it pertains to the SEA District. The RUDAT
project has the ability to really assist us in implementing our visions into a reality. As the American Bank Center Arena and
Theater contribute to providing a quality of life aspect to our community, and the American Bank Center Convention Center
creates a heavy economic impact influence to our entire community, we are genuinely excited at the opportunity for growth in
our area to further our positive impact. As the harbor bridge is moving, we see this as a catalyst for immediate district growth
so we are fully endorsing this project and we look forward to working with the RUDAT team.
Thank You,
Jim Salamenta
General Manager
SMG/American Bank Center
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A GUIDE TO THE REGIONAL / URBAN DESIGN ASSISTANCE TEAM PROGRAM
The American Institute of Architects
R/UDAT
1735 New York Avenue NW
Washington DC 20006-5292
www.aia.org
Planning Your
Community’s
Future
The R/UDAT and other
Design Assistance Team
programs are a public service of
The American Institute of Architects
50
ATTACHMENT 3
Contents
INTRODUCTION
51
1
PHASE
! Getting
Started
PHASE
$ Getting
Organized
PHASE
% Te a m
PHASE
Q Implementation
Visit
8
10
16
20
APPENDIX A: Self-Assessment Checklist
24
APPENDIX B: Logistics
26
APPENDIX C: Pitfalls to Avoid
32
APPENDIX D: Media and Public Relations
33
A P P E N D I X E : L i s t o f R / U D AT C o m m u n i t i e s
37
APPENDIX F: Application Form Outline
38
APPENDIX G: Information Package Contents
40
APPENDIX H: Sample Budget
41
Introduction
What is a Regional/Urban Design Assistance Team (R/UDAT)?
Since 1967, the American Institute of Architects (AIA) has run the R/UDAT
(pronounced ROO – dat) program, a results-driven community design program
based on the principles of interdisciplinary solutions, objectivity, and public
participation. The program combines local resources with the expertise of a multidisciplinary team of nationally recognized professionals who volunteer their time
to identify ways to encourage desirable change in a community. The team visits
the community for four intense, productive days, and team members return
within the year to advise on implementation strategies. The process is fast-paced,
exciting, and energizing. This approach — which can address social, economic,
political, and physical issues — offers communities a tool that mobilizes local support and fosters new levels of cooperation. The R/UDAT program has used this
grassroots approach across the nation to help create communities that are healthy,
safe and livable, as well as more sustainable.
The R/UDAT program is offered to communities as a public service of the AIA, a
national association of approximately 73,000 architects and related professionals.
A task group, composed of volunteer AIA members and others with extensive
R/UDAT experience, administers the R/UDAT program with assistance from
professional staff. More than 500 professionals representing more than 30 disciplines have donated over $3.5 million in services as members of R/UDAT teams.
Recent R/UDAT
communities include
S P R I N G F I E L D , O H I O , where a R/UDAT
team developed a downtown revitalization
plan to reinvigorate the heart of the city.
S P R I N G F I E L D , I L L . , where a R/UDAT
addressed the lack of functional and visual
cohesiveness in the city core and traffic
and parking challenges brought on by
increased tourism.
B U F FA L O , N . Y. , where a R/UDAT team
examined strategies for revitalizing downtown by increasing housing.
E A S T N A S H V I L L E , T E N N . , where a
R/UDAT helped the town recover from
a tornado and repair its traditional urban
area, which had been in decline.
S A N TA R O S A , C A L I F. , where a R/UDAT
What can a R/UDAT do for your community?
Communities across the country are constantly changing as they face challenges
that include the loss of major employers, new bypass roads, gridlock, unfocused
suburban growth, crime, loss of open space, regional conflict, unaffordable housing,
abandoned mills and industrial plants, environmental problems, vacant storefronts,
and loss of identity. A R/UDAT can help your community respond to these kinds
of issues by developing a vision for a better future and an implementation strategy
that will produce results. Because the R/UDAT process is tailored to the specific
needs of each community, it is effective in communities as small as villages and
urban neighborhoods and as large as metropolitan regions.
INTRODUCTION
52
resulted in a link between the downtown
and a historic square and increased foot
traffic encouraged with a pedestrian walkway, a farmers’ market, and cultural
resources.
1
Why does the R/UDAT process work?
The process works because it relies on three simple principles:
Multidisciplinary Expertise
Team members are highly respected professionals representing many disciplines.
Because they are selected on the basis of their experience with the specific issues
facing your community, the disciplines represented vary from team to team. Team
members might include architects, planners, landscape architects, developers, land
use attorneys, transportation engineers, housing specialists, preservationists, economic development specialists, urban designers, tourism consultants, public officials,
public financing advisers, or other professionals as appropriate. We have found
that the energy and creativity generated by a highly skilled, multidisciplinary
team of professionals working collaboratively can produce extraordinary results.
What is the structure of the R/UDAT process?
The R/UDAT process is flexible, but typically has four parts or phases, some of
which may overlap.
The first two phases, which are critical to the overall success of the R/UDAT effort,
typically take three to six months to complete. Phase Three, Team Visit, normally
takes place about six months after your initial phone call, depending on how
quickly the community can organize. Phase Four, Implementation, can take as
long as needed to meet local needs and priorities, although the follow-up visit
usually occurs about a year after the team visit.
The R/UDAT program offers more than 35 years of experience in managing this
process combined with the wide-ranging expertise of its team members — experience and expertise that are available to your community throughout the process.
R/UDAT Participants
Project manager: AIA representative
who guides the AIA’s participation in the
R/UDAT process from the preapplication
through implementation phases.
Local steering committee: Committee
of community members formed to manage
the community obligations of the R/UDAT.
This committee must include members of
the diverse stakeholder groups.
“ I’m impressed with the product we got in the short amount of time the [R/UDAT] consult-
PHASE
ants had to work on it. I’m impressed with their quick and apparently accurate assessment
of the community. I think they accurately identified some of our potentials, some of our
strengths, some of our weaknesses, and some of our opportunities to make the most of
what we’ve got…. It’s just a great vision.”
— GEORGE “MAC” MCREYNOLDS, CITY COUNCILMAN, KINGMAN, ARIZ.
Objectivity
PHASE
PHASE
% Team Visit
The task group selects a multidisciplinary team of six to ten professionals who
visit the community for four intense, productive days. After viewing both the study
area and the surrounding community and listening to the concerns and ideas
of residents, interested groups, and community leaders, the team prepares and
publishes a report that is presented in a public meeting on the last day.
Community Participation
The process encourages the active participation of all sectors of the community.
The team members who visit your community will seek the opinions and
comments of the public as well as community leaders and interested groups.
Interaction with team members and local commitment to the process in the
form of financial support, in-kind services, or volunteer time create a sense of
ownership in the results and help ensure that the energy needed to implement
the community’s own action plan will be maintained.
PLANNING YOUR COMMUNITY’S FUTURE
$
Getting Organized
A team chairperson selected by the AIA R/UDAT Task Group meets with the
steering committee. This visit introduces the leader to the community and its
concerns and sparks broader community interest and participation in the process.
At this time, preparations begin for the team visit, including initial steps that will
facilitate eventual implementation of an action plan.
All team members donate their time and professional services. Only their travel
and living expenses are reimbursed by the community. Members stipulate they
will not accept commissions for work resulting from the team’s recommendations
for three years. To further ensure objectivity, members usually do not reside in the
same state as the project community.
R/ U D AT
AIA R/UDAT Task Group: A standing
committee of AIA member volunteers
with extensive experience in the process
that makes recommendations regarding
approval of applications, selection of team
leaders, and other issues.
R/UDAT team leader: The team leader
is a professional with substantial R/UDAT
experience who, after being nominated
by the AIA R/UDAT Task Group, will select
Many communities are immobilized by factors such as conflicting agendas, politics,
personalities, or even an overabundance of opportunity. The R/UDAT process
ensures that all voices are given a fair hearing and that options are weighed impartially. The lack of bias, professional stature of the team members, and pro bono
nature of the work generate community respect and enthusiasm for the process.
2
! Getting Started
A local leader or citizen calls the AIA and asks for help and information, initiating
a conversation between the AIA and local leaders. The AIA assigns a project
manager to your community. A steering committee is formed that represents a
cross-section of residents, local government agencies, businesses, institutions,
and community groups. This committee gathers community support and prepares
an application. A representative from the AIA visits the community, suggests
revisions to the application, and prepares an evaluation report for the AIA and
the community. Upon review and approval of the application, the AIA makes a
formal commitment to your community.
and lead the team assigned to a particular
R/UDAT effort.
R/UDAT team: A group of multidisciplinary
professionals selected to assist a community during the R/UDAT process. All team
members, including the team leader, volunteer their time and professional expertise.
Implementation committee: Committee
of community members formed to manage
the implementation of the R/UDAT
recommendations. Some or all of these
individuals may have served on the
steering committee as well.
PHASE
Q
Implementation
The community begins implementation by analyzing the team recommendations,
identifying priorities, preparing an action plan, and undertaking immediate objectives. Some R/UDAT team members return a year later to evaluate progress to
date and advise the community on opportunities to improve the effectiveness of
its implementation efforts.
53
INTRODUCTION
3
“ This [R/UDAT] is the first project in ten years which seriously solicited input from people.”
— E D D Y K I N G , R E S I D E N T, E A S T N A S H V I L L E , T E N N .
What are the results of the R/UDAT process?
R/UDATs have led to new construction and development, new public agencies
and organizations, new parks and open space, new zoning ordinances, political
change, affordable housing, commercial and economic revitalization, preservation
of historic districts, landmark preservation, pedestrian systems, comprehensive
plans, changes in growth patterns, and cessation of inappropriate development.
Tangible products include:
4 A coherent description of the community’s condition and the challenges that
must be addressed. This statement, generated by the steering committee during
the application process, is frequently a community’s first citizen-based selfanalysis.
“ If people continue to dream, applying the energy and enthusiasm of the last four days,
the downtown will continue to be the place that respects our history and culture and that
4 A professional report, published and distributed by the end of the team visit.
defines Santa Rosa as a unique and special city. So long as people care about their down-
The report both examines the community’s concerns and aspirations and
recommends a vision for the future, specific action items, and timetables for
implementation.
town, success is guaranteed.”
4 A report resulting from the follow-up visit that analyzes the action plan, assesses
— E D I TO R I A L , T H E P R E S S D E M O C R AT, S A N TA R O S A , C A L I F.
Program Costs
progress to date, and makes recommendations that will aid implementation.
Costs typically range from $35,000 to $55,000, depending on the scale of the
project and other circumstances. The costs include travel, work space, and other
necessities, as well as a fee to cover AIA expenses. Some of the cost coverage
may be in the form of contributions and in-kind services solicited by the local
steering committee to cover lodging and living expenses, report production costs,
or other items.
Intangible products frequently include:
4 A new or renewed sense of purpose and direction
4 An objective look at the community
4 Increased energy and commitment
4 New levels of cooperation and collaboration throughout the community
4 Consensus on community concerns
4 Improved communication networks throughout the community
Why a R/UDAT?
Since 1967, R/UDATs have helped more than 135 communities nationwide
become more healthy, safe, livable, and sustainable. Teams have addressed a wide
variety of community issues related to land use, including urban growth, the state
of inner-city neighborhoods and downtowns, environmental issues, waterfront
development, and commercial revitalization.
4
R/ U D AT
PLANNING YOUR COMMUNITY’S FUTURE
54
INTRODUCTION
5
Roles and Responsibilities of Participants in Each Phase of the R/UDAT Process
PHASE 1
PHASE 2
PHASE 3
PHASE 4
Getting Started
Getting Organized
Team Visit
Implementation
Local
A local leader contacts
Citizens and leaders learn
The public is invited to
The public is invited by
Community
the R/UDAT program for
about the process, local
participate in the R/UDAT
the local implementation
Individual citizens and
information on the pro-
issues, and the need for
through open public
committee to participate
The Four Stages of the R/UDAT Process
GETTING STARTED
leaders, community
gram and on how to get
their participation in the
meetings, scheduled
in meetings and events
groups, private and
started. The community
overall process.
interviews, and the
to review and discuss
final presentation.
the R/UDAT report.
nonprofit organizations,
begins to educate its
businesses, government
citizens and build support
agencies, and officials
for a R/UDAT team visit.
Inquiry
AIA R/UDAT
Task Group
Assistance
Local AIA &
Community
Application
R/UDAT Project
Manager (PM)
Evaluation Visit
Local Steering
Committee
Local Steering Committee
Group formed to guide
GETTING ORGANIZED
Commitment (MOU)
the R/UDAT process
R/UDAT PM
& Team Leader
Local Steering
A steering committee is
The steering committee
The steering committee
The implementation
Committee
formed to manage local
is expanded to represent a
hosts the team visit and
committee reviews and
Group formed to guide
activities and to establish
wide range of community
participates as a commu-
evaluates the R/UDAT
the R/UDAT process
a dialogue with the
interests. Preparations are
nity resource.
recommendations and
R/UDAT program. An
made for the team visit. A
develops short-and long-
application describing
briefing book is prepared
range objectives and
local needs and issues
for the team members.
priorities. An action
and indicating committed
plan and timetable are
financial support is
produced, and short-term
submitted to the
projects are implemented.
R/UDAT program.
The implementation
Local Steering
Committee
Reconnaissance
Visit
R/UDAT Team
Local Subcommittees
TEAM VISIT
R/UDAT
Team Visit
committee hosts the
Follow-up
Subcommittee
follow-up visit.
AIA R/UDAT
The task group begins a
The task group selects a
The team visits the com-
Selected team members
Task Group
dialogue with the steering
team leader, who visits
munity, listens to citizens,
return to the community
AIA members who
committee; reviews the
the community with the
and makes recommenda-
within a year of their first
manage the R/UDAT
application; and assigns
program manager for a
tions for taking action.
visit to evaluate progress
process
a program manager to
two-day round of meet-
and make recommenda-
visit the community,
ings with local leaders
tions for further action.
evaluate local conditions,
and citizens to review
and report back to the
logistics for the team
program. Based on a
visit. The task group
successful evaluation,
selects a multidisciplinary
the R/UDAT program
team of professionals to
sends a letter of commit-
visit the community.
IMPLEMENTATION
R/UDAT PM
& Team Leader
Feedback
Review & Evaluation
Prioritize
R/UDAT
Follow-up Team
Follow-up Visit
Actions
ment to the steering
committee stating that a
professional team will be
sent to the community.
6
R/ U D AT
PLANNING YOUR COMMUNITY’S FUTURE
55
INTRODUCTION
7
The first — and ongoing — task of the steering committee is to stimulate enthusiasm and support for the program in the community. Interest must be solicited
from all corners — from banks to city hall, from neighborhood groups to the
media. Through conversations with community stakeholders, the committee will
gain greater understanding of local problems and begin to see the potential in
bringing together diverse groups in the community. The steering committee will
decide when and if to formally apply for a R/UDAT.
Prepare the application
!
PHASE
When the preparation of your application (see Appendix F) is under way, a member
of the AIA R/UDAT Task Group may be assigned to guide you through the application process. Your liaison may recommend revisions to the application, but this
should be no cause for alarm. Many applications are resubmitted to provide more
information or a better definition of the problem or to demonstrate participation
by a broader cross-section of the community.
Getting Started
The first phase of the R/UDAT process introduces the community to the program.
The focus of this phase is preparation of the application, which is a critical aspect
of the R/UDAT experience. One person should not do all the work. The R/UDAT
process is inclusive, and this is the time to begin making connections within the
community that will provide the support needed to sustain the entire four-phase
process.
Project manager’s evaluation visit
Your project manager will visit the community, usually accompanied by an experienced member of the task group. The itinerary for this short (one- to two-day) visit
will be developed with you and will probably include meetings with the steering
committee, planning and/or economic development officials, local leaders who
may not yet be on the steering committee, and representatives of the local
AIA component. Meetings with decision makers (particularly ones with
remaining doubts) can also be useful. The agenda should include a tour
of the community and study area.
R/UDAT projects are not selected on a competitive basis among communities.
The AIA will try to help any community that can demonstrate the commitment
and resources that experience has shown are necessary for a successful R/UDAT.
Occasionally, the application process reveals — both to the community and to the
AIA — that the conditions or timing is not right or that a R/UDAT is not the
appropriate response to local issues.
The primary purpose of this visit is to enable the project manager to determine if a R/UDAT is appropriate and if local resources and support are
sufficient to sustain the process. The project manager can also answer the
community’s questions about what the program can and can’t do. If local
conditions seem favorable, the project manager may use this visit to begin
to assess the areas of expertise that should be represented on the team and
any special skills the team leader should have. This is also a good time to
review the application and preliminary logistics, such as potential dates for
the team visit, and to promote community interest and support. The costs
associated with the visit are paid by the community.
Call or write the AIA
R/UDAT program staff can provide resources and contacts to help you decide
whether a R/UDAT is right for your community. After filling out the self-assessment form in Appendix A, please call the AIA at 202-626-7405 or e-mail
rudat@aia.org.
Establish a steering committee
The steering committee is made up of a variety of local people who have made a
commitment to the R/UDAT process — community leaders who can get things
done. Committee members might come from the chamber of commerce, Main
Street programs, municipal planning and development office, downtown associations, public-private partnerships, nonprofit community development corporations,
developers, banks, local businesses, professional firms or organizations, and community groups. Be sure to contact your local AIA component at the earliest stage.
(Call us if you don’t know how to contact your component.) The committee must
be large enough to get the work done. The size and structure of the steering
committee depend on the needs and resources of the community.
8
R/ U D AT
PLANNING YOUR COMMUNITY’S FUTURE
Evaluation of Application
After the project manager is satisfied that the application is complete and
the elements that ensure a successful outcome are in place, the project manager
(after consultation with R/UDAT Task Group members) will recommend approval,
approval under certain circumstances, or denial. The AIA will send a letter to the
chair of your steering committee notifying him or her of the status of the application. If the application is approved, the AIA will also send a short memorandum
of understanding outlining the responsibilities of the AIA and the community
during the R/UDAT process.
56
P H A S E 1: G E T T I N G S TA R T E D
9
“ The R/UDAT study gave real validity to a lot of things the local black leadership had been
saying for years. It validated for the African-American community that these problems do
exist and it’s the town’s responsibility to effect a solution.”
— H I LTO N H E A D I S L A N D , S . C . , M AY O R
T H O M A S P E E P L E S , W H O C A L L E D T H E R / U D AT R E C O M M E N D AT I O N S A C E N T E R P I E C E O F H I S C A M PA I G N
PHASE
$
Getting Organized
private meetings for these groups with the team may also be helpful. In any
case, the steering committee must establish a mechanism to keep these groups
informed and must remain open and accessible to all segments of the community.
The second phase of the R/UDAT process is critical to preparing the community
for the R/UDAT team visit. This is when resources are gathered that will be crucial
to the team’s understanding of your community and thus to its ability to work
effectively.
4 Public officials
Local elected leaders must recognize the potential of the R/UDAT process and
agree to participate. Public officials and agencies should be encouraged to pool
data, collaborate, and work supportively before and after R/UDAT visits. All
affected resource and regulatory agencies must take part. The information
resources subcommittee should include some of the leaders who can most
effectively encourage the participation of their peers.
This phase typically begins with selection of the team leader by the AIA R/UDAT
Task Group. The team leader will then make a preliminary visit to gain a better
understanding of the issues and give you guidance on logistics. Use this time
to generate excitement about the process and encourage broad community
participation — the keys to ensuring a positive future for your community.
4 Movers and shakers
Identify now those people who are key to the eventual implementation of an
action plan. If these people are not key members of the steering committee,
devise a process (e.g., an advisory council, informational lunches, briefing
sessions, etc.) that will promote their interest in the R/UDAT effort. These
people must have a sense of ownership in the process if they are to help you
achieve results.
“ Rome wasn’t built in a day, but the R/UDAT team might not have needed much more than a
week. What the members accomplished in four days was truly inspiring.”
— E D I TO R I A L , S TAT E J O U R N A L - R E G I S T E R , S P R I N G F I E L D , I L L .
Steering committee members will now begin to focus on specific tasks, usually
through a subcommittee structure that will involve other members of the community.
Some typical subcommittees are:
Expanding the steering committee
The steering committee will create continuity and inclusiveness throughout the
R/UDAT process.
Citizen participation
Report production/computers
Budget and fund-raising
Accommodations
The steering committee must work hard to make sure key groups are involved in
the process:
Transportation
Equipment and supplies
Information resources
Students
Photography
Public relations, media
Work space
Meals
4
Citizens
Citizen participation is a cornerstone of the R/UDAT process. Citizens have
teams have, on occasion, rejected directives from the establishment that seemed
to conflict with the needs of the people of the community. R/UDAT reports are
nonpartisan vehicles that serve all citizens.
Even though the steering committee’s attention in this phase will focus on logistical
issues, it is very important for committee members to keep in mind that the goal
of the R/UDAT process is to implement a plan for positive change. The steering
committee should be thinking about how to build the implementation committee,
and including some members who are interested in implementation will provide
for continuity throughout the process.
The steering committee should be sure to involve citizens and community
groups not usually engaged in the political process. Citizens who are affected
directly or indirectly by development issues may not turn up at a meeting without encouragement. A citizen participation subcommittee should identify all of
these groups and solicit their participation in the public sessions. Scheduling
10
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57
PHASE 2: GET TING ORGANIZED
11
Team selection
Your team chairperson and project manager will consult with members of the
R/UDAT Task Group, which is responsible for selecting team members who
match the needs of your community. The all-volunteer team will consist of highly
skilled professionals representing a variety of disciplines.
“ There have been many of us for four or five years now telling the leaders in this community
that we had a racial problem, and we were ignored,” says Jan Pruitt, director of the
Lancaster Outreach Center. “[The R/UDAT] was a safe place to say some things that
needed to be said.” More important, Pruitt says, “I think it was actually heard.”
Involving students
Architecture students and students in related disciplines can be an important part
of the team visit. Performing assignments in support of the team’s work, they can
contribute to a more complete report.
Selection of a team leader
The task group will select your team leader based on recommendations from
your project manager. Team leaders have extensive R/UDAT experience and bring
special skills to the process, including leadership, sensitivity, an understanding of
community development, and an ability to orchestrate the action.
The heads of participating school(s) of architecture or planning should be asked
to recommend their most talented students. The criteria for student participation
are the students’ understanding of the principles of urban design and planning,
a talent for drawing or writing, and an ability to help with report production or
photography. Students must have the ability to work intensely in collaboration
with others. Their specific roles will vary with their skills and experience and
can be a major learning experience.
Team leader reconnaissance visit
The team leader, accompanied by your project manager, will make a one-to
two-day visit to your community. During the visit, the team leader will tour the
community in the company of the steering committee members and meet with
community leaders and concerned citizens to begin analyzing the issues.
The team leader will determine the number of students required and their disciplines; selections are at the leader’s discretion. The students will serve under the
direction of the team leader.
The team leader and the steering committee will set the agenda for the team visit
at this time. The team leader will review the community participation process and
the media plan. A detailed survey of logistics including a budget and options for
the work space and community meeting locations — will be made. The information package that will be sent to each team member should be ready for review,
and the team leader will meet with the report printer, film processor, and production coordinator. Finally, the team leader will discuss details of student involvement
with faculty representatives.
12
“ The Regional/Urban Design Study was probably the neatest thing to happen here in quite
some time. It was a positive step toward conserving and enhancing the quality of life we
all enjoy and it confirmed, as we have long suspected, that we must plan ahead and move
forward simply to maintain the status quo.”
— E D I TO R I A L , D A I LY N E W S , N A P L E S , F L A .
Involving your AIA component
Media and public relations
Be sure to ask your local or state AIA component for help. Component members
are likely to include architects who are familiar with the process and eager to
participate. Local AIA members can help you with organizational, logistical, and
technical issues and frequently serve as a valuable resource to the team leader.
An effective media plan is essential to success. A media and public relations subcommittee should refine the details of the media plan and begin to implement
items that will continually promote community awareness and enthusiasm. A
suggested public relations strategy is included in Appendix D of this guidebook.
Setting a date for the team visit
Maintaining records
Most team visits are scheduled for the spring or fall months. This ensures availability of student help, avoids peak holiday or vacation times, and allows for better
weather conditions for fieldwork. The visit should not be scheduled in conjunction
with a local conference, meeting, or other event. Experience has shown that these
dilute the effectiveness of a R/UDAT, which works best when it is the “only show
in town.” Consider the implications of other significant events such as elections
and the timing of other studies or public initiatives.
A member of the steering committee should take responsibility for maintaining a
clip file of all media coverage throughout the R/UDAT process. Copies should be
sent to team members and to AIA staff. This person should also be responsible
for maintaining an archive, including copies of the team reports, drawings, photographs, and slides (images related to the process as well as study shots taken by
the team).
R/ U D AT
PLANNING YOUR COMMUNITY’S FUTURE
58
PHASE 2: GET TING ORGANIZED
13
Managing R/UDAT funds
A separate R/UDAT bank account controlled by the steering committee chair is
an effective way to manage funds, although some communities choose to delegate
fund responsibility to an organization such as the chamber of commerce — determine what works best for your community. Establish a procedure for reimbursements to the project manager, team leader, and team members. Reimbursed items
may include the following:
4 Airfare
4 Mileage or ground transportation to and from the airport
4 Airport parking
4 Miscellaneous R/UDAT-related expenses while in the community
It is ideal to present reimbursement checks to team members before they leave.
Coordinating travel arrangements through a local visitors’ bureau or travel agency
can also be convenient and may avoid the need for critical reimbursements.
Logistics
The various logistical tasks and assignments to be completed during this phase of
the process are described in Appendix B. Please review this section with care, as it
is critical to a successful R/UDAT process.
Preparing the information package
Budget
About two weeks before the team visit, an information package should be mailed
to all team members. One package should also be sent to the school that will be
participating. The package should be similar in size to a briefing book — not more
than can be absorbed in a few hours. The team leader should review a sample
package during his or her reconnaissance visit. The information package is discussed in greater detail in Appendix G.
The tentative R/UDAT budget submitted with the application can be refined as
details become clear. The budget will vary depending on a number of factors,
including the size of the team, the length and number of copies of the finished
report, the total number of visits to the community through all four phases of
the R/UDAT process, and costs incurred by the AIA in managing the R/UDAT.
Many budgeted items are typically donated by local organizations, including
housing, meals, cars, vans, donated/discounted airfares, typists, film, photography,
photocopy and diazo machines, word processing equipment, and report printing.
For example, hotel owners may be willing to make a contribution of rooms,
architects’ support staff may volunteer typing, and a printer may offer labor. Also,
colleges and universities in the area are often willing to help with equipment or
facilities. Make sure that in-kind donations are ready in time and meet your needs.
Provide the name and telephone number of the steering
committee member who will answer detailed questions from
team members prior to their arrival. (You may want to have
one person answer questions about the information package
and another answer questions about travel and logistics.) Also
list resource people familiar with each document or report
cited in the package. Team members such as social scientists,
geographers, ecologists, and political scientists may request
specific information that has not been provided. Every effort
should be made to supply this before the team arrives.
One-half to two-thirds of budgeted costs must be committed prior to the project
manager’s evaluation visit. A final budget needs to be established and funds raised
before the team visit. This timing is important because it is virtually impossible
to raise additional funds once a project has been completed. A sample R/UDAT
budget can be found in Appendix H.
14
R/ U D AT
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59
PHASE 2: GET TING ORGANIZED
15
the team leader. Careful scheduling is important to avoid overwhelming the team
or the meeting space and to conserve people’s time. Meals — particularly breakfast
and lunch on Friday and Saturday — can provide an opportunity for team members to meet informally with groups, particularly business and political leaders.
Each group should be asked to make a short presentation of its activities, issues,
and viewpoints and then respond to questions. Be sure group members understand their time allotment before they prepare their presentation.
PHASE
T H U R S D AY
evening
%
Team arrival and introduction
Initial team meeting
Informal social event
F R I D AY
morning
Official welcome
afternoon
Tours by foot, bus, air
evening
Schedule
Possible social event
A detailed schedule should be developed in collaboration
with the team leader. Each R/UDAT will be different, based
on the community’s needs and resources, but a typical visit
runs from Thursday afternoon through Tuesday morning.
morning
“Town meeting” with citizens
and other interested groups
afternoon
Detailed problem definition (team)
Additional work with resource people
(team)
evening
S U N D AY
The focus of the R/UDAT process is the team visit. This is
an exciting time for the community. Broad citizen participation and media attention, combined with the energy and
commitment of the team, can inspire a community with
newfound confidence and optimism, which will fuel the
implementation phase of the process.
Meeting with interested groups
Broad problem definition (team meeting)
S AT U R D AY
Groups that should be represented include:
4 Mayor and city council (or your community’s equivalent)
4 Planning board and its key staff
4 Municipal agencies and authorities (transit, housing, public works, economic
development, etc.)
4 County/regional authorities and agencies and their key staff
4 Chambers of commerce
4 Downtown or area businesspeople
4 Community groups
4 Community service organizations
4 Developers and real estate professionals (nonprofit and for profit)
4 Public and private school systems and colleges or universities
4 Environmental, historic preservation, and other groups
Team Visit
Development of central themes (team)
morning
Word and drawings (team)
afternoon
Report development (team)
evening
Report production (to 8 a.m.) (team)
Interviews with such groups are best held in a setting that will encourage informal,
candid conversation. Team members may wish to talk again with individuals who
have appeared, so it is important to make sure of their availability and to keep a
record of those who attend, along with their work, home, and cellular telephone
numbers.
Team introduction
The team typically arrives Thursday evening. An informal
get-together with steering committee members and community leaders might be scheduled in the early evening.
The team will then typically spend time alone to prepare
for the R/UDAT.
“ They got out there and interviewed people. They got down to it. It wasn’t just a superficial
flashover. They got involved. I think probably at this time they may know us better than
we do. They put together a comprehensive blueprint of all those pieces in order to give
us an opportunity to create our own destiny.”
Team tours
M O N D AY
morning
Sleep and report printing starting
around 6 to 8 a.m.
afternoon
Presentation preparation (team)
— PAT B O U R Q U E , H E R I TA G E C R O S S R O A D S S T E E R I N G C O M M I T T E E , K I N G M A N , A R I Z .
Tour logistics are described in Appendix B. Remember that
it is important to provide materials that give the team a
good sense of the entire community. The media are welcome and have typically responded very well to this event.
Meeting with citizen groups
This “town meeting” is moderated by the team leader and is typically held on
Saturday morning at a location considered a neutral space. Considerable effort
must be made to get people to turn out — notices must go out to various organizations well in advance and follow-up phone calls made the day before. Prior media
coverage is essential. The team leader will moderate the meeting. At the team
leader’s discretion, the team may divide into groups to facilitate communication.
Press conference
Briefing with follow-up committee
evening
Public presentation
Team social event
Thank you
T U E S D AY
morning
Return home
16
Interviews with community leaders
and resource people
The team will meet with many diverse groups and may
need to split up and exchange information later. The steering committee should coordinate the interviews well in
advance, and proposed schedules should be reviewed with
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PHASE 3: TEAM VISIT
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Participants should include:
4 Neighborhood organizations
4 Community development corporations
4 Church groups
4 Chief of police
4 PTAs
4 Senior citizens
4 Teenagers and youth groups
4 Ethnic groups
4 Environmental organizations
4 Preservation groups and historical societies
4 Resource people familiar with issues such as:
Crime
Demographics
The elderly
The environment
Housing
Jobs and income
Recreation
Schools
Transportation
Welfare and public assistance
and final assembly of the report. Steering committee members and other key
volunteers are generally welcome in the work space. Media representatives and
a limited number of members of the public may also enjoy the opportunity to
observe the work in progress, but this should be cleared with the team leader to
avoid interfering with the process.
Public presentation
The final presentation to the entire community should be well publicized. Media
representatives should be invited and prepped well in advance. The team will
present its observations and recommendations, using Power Point and other
means, for about an hour and sometimes will take another hour for questions
and discussion. The presentation itself is usually organized and rehearsed late
Monday afternoon.
This public meeting is a good time for the team leader to present copies of the
report formally to local elected officials. Some time should be allowed for a very
brief, formal thank you or response. A wind-down social event for the team, students,
steering committee, and other active participants is a welcome close to the evening.
Plenty of floor microphones should be set up if the meeting is large. Tape recording will provide a resource for valuable quotations later on. Be sure to record the
names and phone numbers of all those attending. The media are welcome.
“ The way the team made the public a part of the process helped because I don’t think the
city would have done it all by itself.”
Press conference
— H E N RY S C H M I D T, A I A , L O C A L A R C H I T E C T, S A N A N G E L O , T E X .
A press conference is usually scheduled to follow the public presentation in order
to answer specific questions. This allows the press to hear the entire presentation
and the response of the citizens before interviewing the team. Press conferences
(or simple interviews with the team leader) are sometimes scheduled to accommodate televised evening news.
Social events
Steering committees are often tempted to introduce the team to the community
informally throughout the visit. Unfortunately, limited time requires that such
events be kept to a minimum. However, social time with members of the local
AIA component, the steering committee, or the sponsors of the R/UDAT can
be both pleasant and helpful. The best time for this activity is Friday evening.
Report distribution
The number of copies of the team report will vary from one community to another.
A typical distribution might be:
4 Community — 700
4 Local participants and students — 150
4 Team members — 6 each
4 AIA headquarters — 50 (required)
Teamwork
The team works very intensively in three phases, which occasionally overlap:
4 Understanding: learning about your community and its concerns
4 Creating: generating ideas that respond to your issues
4 Producing: preparing the report and the public presentation
Often a local newspaper will print an illustrated summary of the report or even
print the report in its entirety. This should be encouraged, as it will allow maximum
distribution of the team’s findings throughout the community. However, it is not a
substitute for daily news coverage during the team visit.
Some members will withdraw from the central activity of the team visit to write or
consult with resource people. Others will spend more time interacting with other
team members and the public. The team leader is responsible for development
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Review the team’s report
The implementation committee should develop an immediate strategy for discussing the report, identifying priorities, and determining which areas need further
attention. As soon as possible, the committee should obtain endorsements and
commitments from public officials for the report recommendations for which
there is consensus.
PHASE
Q
To maintain the inclusive spirit of the R/UDAT process, solicit feedback from
involved groups and individuals as well as other interested parties. Maintaining a
database of those who participated in the earlier phases makes it possible to solicit
feedback through mailings and encourage continuing interest.
Implementation
This work should be completed within three weeks of the team visit in order to
maintain momentum.
In this phase, the community begins to translate the team’s report into an action
plan for implementing the vision for its future developed during the R/UDAT
process. Knowing that a follow-up visit will occur within the year encourages the
community to begin developing a plan promptly. This phase begins within a week
of the team visit.
“ You’ve got problems bigger than architectural and design problems; this community has a
huge communication problem to address.”
— JAMES ABELL, AIA TEAM LEADER, LANCASTER, TEX.
Implementation committee
Produce an action plan
The membership of the implementation committee should reflect constituencies
affected by potential changes in the community, the commitment of individuals
and groups they represent to the effort, and the need for certain skills during this
phase. The committee should remain nonpolitical and broadly representative of
the community. Continuity provided by including original steering committee
members is valuable, but new members can make important contributions.
After soliciting broad community participation in the development of goals and
objectives, the implementation committee should produce a document that will
become the community’s action plan. The outline for this document will vary, but
it should include a clear description of the community’s vision for its future; a
statement of long-range goals; a list of objectives to be achieved over the next three
to five years, including identification of kickoff projects that can be completed in
the next 12 months; a summary of actions needed to achieve the objectives; and a
funding strategy identifying sources of funding. Include a map of the community
that shows where funds will be spent and where projects will be completed. This
map will be the basis for describing your overall community strategy.
“ The bottom line is your community will get as much out of a R/UDAT as it is willing to put into it.
A R/UDAT study is not a magic bullet. The real work begins the day they leave on the plane.”
— D O N N A S T E N G E R , U R B A N P L A N N E R , C I T Y O F TA C O M A , WA S H .
The success of the action plan depends on people seeing results quickly — the
momentum that builds with short-term achievement can sustain a community
for years to come. Identify a few achievable, high-visibility projects that are certain
of early success and support the long-range goals. Consider projects that are likely
to energize the community and expand the number of people who will help implement the overall plan. A community with the goal of revitalizing its downtown, for
example, might identify projects such as hiring a downtown-events coordinator,
razing a condemned eyesore, establishing a visitors’ center, creating a volunteer
cleanup program, arranging tours for potential investors, or approving projects
already in the budget pipeline.
The implementation committee’s structure must respond to a new agenda:
4 Review the team’s report (months 1 – 2)
4 ldentify immediate and short-term objectives (months 2 – 3)
4 Develop long-range goals and objectives for implementation within the next
three to five years (months 4 – 6)
4 Produce an action plan based on the above items (months 4 – 6)
4 Maintain broad community involvement and interest (ongoing)
After discussing the report, the implementation committee defines the community’s
goals and priorities over the next three to five years and identifies objectives that
will help you achieve them. There are many ways to accomplish this, but whatever
the process, the implementation committee must remain open and responsive to
community feedback. To revitalize its downtown, for example, a community’s
long-term objectives could include relocating town offices from a highway site
4 Support implementation efforts (ongoing)
4 Prepare for the follow-up visit (months 9 – 12)
4 Prepare a report card for the AIA (months 10 – 12)
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Maintain broad community involvement and interest
Develop a public relations strategy that uses events, mailings, and the media to
maintain the visibility of the R/UDAT process and encourage continuing participation. Distribution of the action plan and the team’s return visit should receive
special attention, but establishing an ongoing presence in the community is an
equally important effort. The implementation committee might sponsor events
like public information meetings, workshops, or leadership retreats. There is
also value in joining with other community groups to sponsor events like local
heritage-day celebrations, festivals, and gala evenings.
“ Overall the report helped us galvanize a majority of our community to look for solutions.”
— M AY O R T H O M A S P E E P L E S , H I LTO N H E A D I S L A N D , S . C .
Follow-up visit
Some members of the R/UDAT team return about a year after the team visit on
a highly flexible schedule determined by the needs of the community. Timing
decisions depend on many of the factors considered in scheduling the first visit,
but an attempt should be made to balance maintaining the momentum with
avoiding undue burdens on volunteer time.
The purpose of this visit is to assist you in implementing your action plan. Team
members will listen to your response to the R/UDAT report, review the action
plan, comment on your progress to date, and offer additional insight where
appropriate. Their expertise can be especially useful as the community moves
into this next phase of implementation. The team can also answer questions,
provide advice on unresolved issues, and mediate in areas of conflict. Properly
presented, the visit can attract wide media attention.
“ If you turn your back to the history, you turn your back on why the city exists —
it’s an insult.”
— S A LVATO R E A L B I N I , WAT E R B U RY, C O N N .
to the business district, developing a new traffic plan, restoring historic building
façades, or establishing a special-assessment business-improvement district.
This visit requires some effort on the part of the implementation committee,
who must arrange interviews and promote the public hearing. The itinerary
for the visit is flexible and developed jointly by the implementation committee
and the team members participating in the visit.
A good action plan will include benchmarks and triggers for action — ways to
measure your progress and successes that will allow the community to celebrate
its achievements. Benchmarks will vary with your objectives but might include
enactment of regulatory changes; completion of buildings, parks, or infrastructure
improvements; and statistical measurements, such as a 25 percent increase in
tourist traffic or a donor-participation target in a community-projects fund.
The implementation committee should meet immediately after the visit to
discuss the team’s recommendations and revise the action plan, if necessary.
Although this visit concludes the task group’s formal participation in your
R/UDAT, the process continues as your community continues to implement
the action plan.
Solicit endorsement of the action plan by political leaders, and be sure to follow
through with newly elected officials. Future political candidates should understand
the plan and the grassroots process behind its development.
Many communities maintain close contact with the team leader throughout the
fourth phase of the R/UDAT process. The AIA R/UDAT program is interested
in your progress. We hope you will keep in touch through occasional phone
calls or correspondence; copies of press clippings are always appreciated as well.
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P H A S E 4: I M P L E M E N TAT I O N
23
APPENDIX A: Self-Assessment Checklist
Participant Outline
4 Who will be affected by the project outcome?
4 Who are the key individuals, organizations, institutions, and government
The following checklist is intended to help your community better understand
its potential for producing a R/UDAT that proceeds smoothly and yields a
successful result.
agencies that should participate in the R/UDAT? What is their relationship
to the project mission?
4 What issues or problems does each participant group or individual wish to
address and what outcome would they like to see?
Project area
4 How will you describe the size and complexity of the geographic area you want
4 Which community decision-makers will help you implement strategies for
to address? Is the project area one centralized place, or is it several overlapping
areas, such as a core area that requires a specific area plan, a larger area that
requires land use and zoning changes, or an even larger area that requires
public policy or regulatory changes?
improving your community? Which decision-makers may attempt to block
these strategies?
SWOT Analysis
4 What are your community’s strengths and weaknesses? (Identify internal factors
Mission
that add to or detract from your community’s competitive advantage when compared with similar communities.)
4 What specific mission do you wish to achieve through the R/UDAT process?
4 Is your mission inclusive? Does it address all of your community’s issues and
4 What opportunities and threats (or constraints) does your community face?
concerns for the project area? For example:
ECONOMIC
SOCIAL
j Revitalization
j Housing/affordability
j Diversity
j Ethnic/racial issues
j Jobs
j Demographic/household income changes
j Public services
j Education
j Managing growth
j Sense of community/sense of place
Environmental
j Public policy/planning
(Identify external factors that can affect your community’s success, such as state
and federal regulation, regional or national economic trends, and demographic
changes.)
Community Commitment to the R/UDAT Process
The questions in this section are intended to help your community assess its
ability to fund, coordinate, and manage the R/UDAT process.
4 Do you need to gain approval for a R/UDAT from your city council or county
commission, the community, or a specific neighborhood?
4 Have you engaged other organizations or entities to share in the cost, manage-
j Air quality
ment, and operation of the R/UDAT project from initiation to completion?
E N V I R O N M E N TA L
T R A N S P O R TAT I O N
j Water quality and quantity
j Transit and land use
j Open space, parks, playgrounds
j Pedestrian and bicycle options
j Sensitive wildlife habitat/wetlands
j Access to jobs/housing
4 Can you raise funding that will cover the entire R/UDAT cost from a broad
spectrum of stakeholders?
4 Have you identified resource individuals, organizations, or entities that will
help develop information for the R/UDAT and follow up on recommendations?
For example, do you need to assemble information resources in areas such as
political support, economic and market conditions, and transportation, among
other considerations?
j Traffic congestion
4 Is your schedule for preparing, conducting, and following up on the R/UDAT
4 Based on what you know about your community and the R/UDAT process, why
realistic? Can you commit to the time required to produce a successful R/UDAT
that results in a useful product?
do you believe a R/UDAT will help you achieve your mission?
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APPENDIX
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APPENDIX B: Logistics
sive wall space to pin up drawings and other graphics. Visibility to the public is
very desirable. A vacant storefront right in the study area is often an ideal location.
The following items are logistical considerations that must be addressed during
Phase 2, Getting Organized.
The work space can be one single space, although a large space with several
smaller rooms is preferable. The activities that will take place there include:
4 Drawing — about 8 drafting tables
Room and board
The place selected for team lodging should be close to the center of the study
area and near the R/UDAT work space. Each member should have an individual
room as they sleep at different times. The team leader should have a suite that can
be used for team conferences. The steering committee is responsible for room
arrangements and direct billing. Arrangements should be made for students to
stay at a local university or in inexpensive dormitory-type hotel rooms. Where
practical, students should eat with the team.
4 Writing — about 6 desks or work tables
4 Interviewing — a couple of small rooms, at least one for 6 – 12 people
4 Word processing — 4 desks or tables
4 Conferencing — 16 chairs around one or two work tables and a good pin-up wall
Community meetings
A “town meeting” space is needed. This space may be located nearby in a church,
school, or similar public space on neutral ground. Depending on the scale of the
community, there should be space for 150 to 300 people in an informal setting.
Microphones are necessary in a larger space, and tape recorders are valuable. The
session should be videotaped as well.
Breakfasts and lunches are usually casual, the latter often served in or near the
R/UDAT work space or on tours. Evening meals are more of a respite from the
day’s activities. Informal discussions among team members, students, and steering committee members will, of course, continue during all meals, and arrangements should be made accordingly.
Final presentation
Steering committee participation
The place for the final presentation during the team visit should have good community access and be identified as neutral ground. It does not need to be near the
work space. There should be provision for a projector (data or slide as specified
by the team leader) and screen — preferably two — and a public address system.
It is desirable to provide a microphone for each team member and one or two for
citizen participation. It is also important to be able to control the lights. The size
of the space will vary according to the size of the community, but even small towns
or rural regions can attract 200 or 300 people.
Because steering committee members will have primary responsibility for developing the eventual action plan, their continuous involvement is critical to the eventual
success of the project. The team leader and the steering committee chair should
discuss how the committee will be involved during the team visit to ensure maximum ownership of the process after the team finishes its work.
Transportation
For the team visit, members will typically arrive Thursday evening and depart
Tuesday morning, although the team leader may wish to arrive early for a final
check on logistics. (The schedule for the follow-up visit is more flexible.) A steering committee member should meet the planes and take team members to their
hotel (often one committee member can meet several flights). Don’t forget to
inform R/UDAT team members what to expect at the airport and to schedule
return trips to the airport for them.
Furniture and equipment
Furniture and equipment for the R/UDAT work space may be rented or borrowed
from other offices. Generally, a major moving activity is involved, and everything
must be in place before the team arrives. The following should be included:
4 Drawing tables, stools, lights
During the team visit, at least one rental car should be available to team members.
4 Working desks (or tables) and chairs
4 Sofa, easy chairs (if possible)
Space needs
Three types of space are required — a work space where most of the team’s work
will be done during the visit, a space for community meetings, and a space for the
final presentation. The team leader should review all the options available on the
reconnaissance visit before commitments are made.
4 Conference tables and chairs
4 Photocopier; 11" x 17" format, in good working condition (with plenty of paper)
for quick reproduction of drawings and copy. (A continuously variable — not
preset — zoom reduction/enlargement feature is required. Provide two machines,
or one additional backup that can be moved immediately into the work space at
any time.)
Work space
The work space should be a minimum of 3,000 square feet located within or adjacent to the primary study area, with easy access from the street. The space should
be suitable for the needs of production, and there should be good lighting, heat,
restrooms, plenty of wall outlets with reliable electrical power, windows, and exten-
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4 Four to six desktop computers or laptops, at minimum (coordinate with team
leader)
4 Miscellaneous folding chairs
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APPENDIX
27
4 Large light table (two preferred)
4 T-squares, triangles, drafting pencils, erasers, scales, drafting tape, colored pencils
4 Copy stand and lights
4 Rapidograph or other technical pens (sizes 1 to 4), several sets, plus ink
4 Dictating and transcribing equipment (must be good quality)
4 Cutting knives (X-ACTO), cutting straightedges, scissors
4 Data projector(s) for PowerPoint and digital photographs. If traditional photog-
4 Rubber cement, magic tape, push pins, glue sticks
raphy is used in addition to digital, slide projectors (Kodak Carousel) and extra
bulbs should be provided.
4 Shorthand books, pencils, pens
4 Layout sheets or pads, 81/2" x 11", grid marked with “nonrepro” blue ink
4 Digital camera with wide-angle capabilities and capacity for high-resolution
images
4 Light-blue “nonrepro” pencils
4 Telephone with outside lines and optional cell phone for team leader
4 White correction fluid and tape (various widths)
4 Fax machine, with dedicated line
4 Plain bond paper, 8 1/2" x 11"
4 Tape recorder with tapes
4 Reproducible base maps of the community and study area (some of these
should show building outlines)
4 Waste baskets and garbage bags
4 Aerial photos
4 Keys to work space for all team members
4 Special photos of study area
4 Refrigerator with food and drink
4 Snack food and drinks, including some healthy choices
There should be a reference center consisting of copies of ordinances, statistics,
maps, previous reports and studies, and histories. This should be under the control
of a local steering committee member as some of these documents will be one of
a kind. If there is a local GIS system, it should be set up on the computers in the
work area.
4 Paper plates, cups, forks, knives, napkins
4 Paper towels, toilet paper
4 Coffee machines and ice chest or refrigerator
4 A list of work and home phone numbers for suppliers
Every piece of mechanical equipment should have a backup on hand or nearby,
and substantial amounts of paper, toner, tape, and other necessary supplies should
be stored on site. Also, service technicians should check the equipment ahead of
time and be on standby during the team visit — particularly over the weekend.
Identification
Self-promotion can publicize a R/UDAT effort and establish a spirit of fun. The
steering committee should have its own letterhead to create an identity in the
community. A “uniform” available to team members, students, and other participants can add to the sense of teamwork — printed T-shirts, baseball caps, buttons,
or nametags all have been used in the past. Posters, signs, or banners welcoming
team members, announcing meetings, or identifying the R/UDAT work space also
add to the special chemistry that makes the process work.
Supplies
Supplies will include materials normally found in an architect’s office and should
be reviewed with the team leader before the first team visit. Poll all team members
before they arrive for special equipment needs. In general, the R/UDAT work
space should be stocked with:
4 Sketchpads, 9" x 12" and 24" x 36"
Photography
Team members and students are encouraged to bring cameras. This usually
results in about eight working cameras. High-quality digital cameras are ideal
(images should be at least 300 dpi). If traditional photography is used in addition
to digital, it is best to use only two standard films — for color slides, Ektachrome
(ASA 400) and for color prints, Kodacolor (ASA 400). Provide rolls of each in
35 mm, 36-exposure format. Arrangements must be made for film processing;
fast one-or two-hour processing of both slides and prints is preferable. Digital
images and slide photographs of drawings will be made early Monday to allow
for morning processing and afternoon sorting for presentation that evening.
4 Writing paper pads, 8 1/2" x 11"
4 White vellum (1000#) and yellow (canary) tracing paper, 12", 24", and 36"
wide rolls
4 Post-its
4 Felt-tipped markers (Magic Markers, Design Art Markers) in colors and
gray tones
4 Colored pencils
Two freestanding photo lights and a copy stand mounted with photo lights must
be available for photographing drawings and maps. All photo lights should include
3200° Kelvin tungsten photo copy bulbs. Provide 10 rolls of tungsten-type
Ektachrome film (64T or 160T).
4 Fiber-tipped (not ballpoint) pens, with medium and fine tips, black and red
4 Large newsprint pads and easels
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66
29
The typists should be familiar with the word processing programs and know how
to format tables. They should understand that the work flow may be uneven, with
considerable downtime.
Note that film types and processing methods must be coordinated with the team
leader and the report printer well before the team visit.
Digital images, slides, and prints used in the public presentation are the property of
the steering committee. These will be used in subsequent local presentations, and
copies should be sent to the AIA for its record of the R/UDAT, as well as for use
in related publications. Leftover slides and prints may be claimed by team members. Unclaimed materials should be retained in the steering committee archives.
The team leader will set the actual schedule as work progresses, but it may resemble
the following:
Saturday
8 p.m. to midnight
1 person
Sunday
10 a.m. to noon
noon to 4 p.m.
4 p.m. to 8 p.m.
8 p.m. to 8 a.m.
1 person
2 persons
3 persons
2 persons
Computers
Most team members will use computers to write their sections of the final report.
Some will bring their own laptops, but others will want access to machines and
programs that are familiar to them. Team preferences and local capabilities vary
widely, so it is very important to coordinate computer needs well before the team’s
first visit. At least one steering committee member should work with the team
leader on this. Be sure the hardware and software systems used in the work
space are compatible. Assume that both PC and Mac platforms will be used.
Printing of final report
A printer must be selected well in advance and must be a skilled, understanding,
and patient person. The scope of the work and deadlines must be made clear and
a reasonable, fixed price for the work agreed upon. Often, but not always, the
printer will scan the images to be included in the report or otherwise prepare them
for printing. The format of the report, the size and type of photographs, the color
and type of ink and paper, the method of binding, and the number of copies should
be explained clearly to ensure the printer is able to handle the job. The team leader
should meet with the printer during the reconnaissance visit to ensure the printer
understands and can respond to the needs of the R/UDAT process.
Techniques for report production vary. Team members will need to generate
multiple drafts that can be pinned up and reviewed. Final copy is sometimes
pasted up and printed locally and other times printed as newspaper supplements.
Some reports are delivered to the printer as hard copy; others are delivered on
disk. In any event, it is essential to have an IT professional set up equipment
before the team visit and to be available on site to troubleshoot any problems.
Team tour
Computer equipment required for the work space might include:
Planning should be done in advance for tours that will give the team an understanding of your community and its issues. The team and students, together with
their steering committee guides, will inspect the study area by air, bus, foot —
even by boat if appropriate. Rush-hour traffic is often best observed from the air,
as are broad land-use patterns. Regional maps should be provided for the team.
4 Computers (rented or donated), Mac and/or IBM, and software
(Four to six stations are required depending on the size of the team.)
4 Laser printer (preferably) with spare toner cartridges
4 Scanner
Air inspection should be done by helicopter because these machines can fly low
and slowly. If this is not possible, a light plane will do. Depending on capacity,
you may need to arrange for either several aircraft or several trips in one helicopter
or plane. Allow for schedule shifts in case of inclement weather. Because of the
expense involved, the air inspection is usually reserved for team members only.
4 Disks, IBM, and/or Mac (coordinate)
4 Internet access
Note: Production of the report is a critical activity — this is not the time to experiment with technology! LANs are not appropriate at this time. Glitches will occur in
any case, but they occur more frequently (and more disastrously) with conflicts in
newer technologies. Be sure to find an IT professional who is really knowledgeable.
A bus survey should be made with everyone in a single vehicle high enough to see
above traffic and with a microphone for the guide. Again, maps marked with the
route are important.
Word processing
The need for word processing support will vary with each team, as many members
now prefer to type directly onto computers. Local support will be necessary for
those who prefer to write longhand or dictate, and the presence of a good copy
editor familiar with local names and references can be useful to everyone.
The people who will type the final report must be highly skilled. A group that has
worked together before is best. A leader should assign work to ensure a good flow
and meet the needs of team members, with backups available in case of no-shows.
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APPENDIX C: Pitfalls to Avoid
APPENDIX D: Media and Public Relations
No process can be error-free, but avoiding the common pitfalls listed below can
help ensure success.
A carefully developed public relations program is essential to the long-term effectiveness of the R/UDAT effort and can help ensure the successful implementation
of your action plan. Your public relations strategy should include media and community relations that promote the visibility of R/UDAT activities and that encourage
broad-based participation throughout the four-part R/UDAT process.
Inadequate or inaccurate information
Inadequate and inaccurate information (either in the information package or during the R/UDAT team visit) will result in unnecessary time spent on background
research and less time for problem solving.
Identify an experienced person to coordinate all public relations activities. This
should be someone who knows the local participants and the local media market.
In generating all press materials and public announcements, the public relations
coordinator should work directly with the team leader and the project manager.
Insufficient local support
If elected officials or community leaders are not actively involved in the local
steering committee process or are not available during the visit, implementing an
action plan is difficult if not impossible. Poor citizen attendance discourages team
members and limits their access to information. Insufficient public interest in the
process will hinder communication and long-range success.
The presentation of clear and unified messages is critical. All written materials
should be reviewed and approved by the team leader or project manager. A single
person should speak for the steering committee whenever possible; this is typically
the steering committee chair.
Uninvolved movers and shakers
Following are some suggested public relations activities, listed according to the
four-part process. Not all of them will be appropriate to your community. Press
releases are frequently not necessary in smaller communities where you can develop a relationship with local reporters. Note that some activities listed under one
phase may require earlier coordination or lead time.
If the individuals who are critical to the implementation of a plan are left out or
are apathetic, the best intentions will be thwarted.
Insufficient representation and participation at open public hearings
The team will have inadequate information about the community and will not
hear from citizens who may have the most at stake.
(Activities to which the media are especially receptive have been marked with an
asterisk.)
Logistical failures of equipment or people
Mismatched word processors and programs result in frustration and inhibit productivity, mismanaged schedules waste time and limit access to resource people,
and equipment breakdowns delay production.
Phases of the R/UDAT Public Relations Plan
Phase 1: Getting Started
4 Include a public relations coordinator on the steering committee who will
be responsible for development of the outline media plan required for the
application.
Well-intentioned disruptions
Too many social events during team visits, inappropriate interruptions, and local
people who become overly involved and attempt to act as team members or who
have their own agendas can all hinder the efficiency of the process.
4 Establish a database of local media outlets and contacts. Include newspapers,
community newsletters, radio and television stations, magazines, business
publications, local access cable, community home pages, and other electronic
media.
Insufficient funds or underbudgeting
Lack of financial support can result in discomforts and inadequacies that
undermine the quality of the process. Poor reimbursement procedures similarly
undermine the spirit of the program.
4 Educate the community about the R/UDAT process and the successes of other
communities. Develop a strategy for distributing the AIA R/UDAT brochure
to the public (direct mail to key community organizations, elected officials,
government staff, and citizens; informational public awareness displays, etc.).
Inadequate media coverage
Media coverage is critical to the success of the R/UDAT in terms of increasing
both public participation in the process and public awareness of the recommendations made in the report.
4 Use the letter of commitment from the AIA to generate initial newspaper coverage about the R/UDAT. This is a chance to introduce the public to the process
and to build broad interest.
The noble champion
Phase 2: Getting Organized
If one person on the steering committee tries to do all the work, the inclusive
collaboration that is the key to success will be lost.
4 Establish an information headquarters. This might be the local AIA component
office, the chamber of commerce, or the office of a steering committee member.
Poorly laid out or inadequate work space
4 Refine the outline media plan submitted with your application. Develop a
Insufficient or uncomfortable work spaces undermine team efforts and reduce
productivity.
32
R/ U D AT
complete strategy and timeline for all public relations activities, noting media
PLANNING YOUR COMMUNITY’S FUTURE
APPENDIX
68
33
deadlines (three to four months in advance for magazines, two to three weeks
ahead for weekly publications, etc.).
4 Develop a press release that summarizes the final results of the team’s report.
This can be done on Monday after work is completed and before the final
presentation.
4 Solicit feature stories in local or regional magazines, working with editors three
to six months in advance of the publication dates.
4 Invite print and electronic media to a press conference following the team’s
presentation to the steering committee. Have press kits and the final press
release available for distribution to the press at the event or in advance.
(Discourage media coverage of the presentation in order to allow candid
discussion between the team and the steering committee.)
4 Identify potential story subjects for pre-publicity (e.g., news features that focus
on the problems that will be addressed by the R/UDAT team, etc.).
4 Meet with key reporters and officials (including media editorial boards) to brief
them on the R/UDAT process.
4 Schedule radio interviews by telephone or in-studio television interviews if
4 Develop an article that could be published in community organization newsletters, creating awareness of the R/UDAT process and announcing opportunities
for public input.
reporters are not able to attend the final presentation.
4 Schedule radio and television talk show appearances by the team leader immediately following presentation of the results.
4 Develop a comprehensive but concise press kit that explains the community’s
4 Develop a strategy for distribution of the final report to key community and
issues and the R/UDAT process. Inserts will include a background piece that
describes the project study area, a list of the R/UDAT team members with brief
biographical summaries, an abbreviated summary of the issues, the R/UDAT
brochure, and press releases.
elected leaders after the presentation.
4 Promote a separate supplement in the local newspaper summarizing the report
or even reproducing it in its entirety.
4 Consider developing a special R/UDAT newsletter for distribution to community
4 Develop an article summarizing the report for use in organizational newsletters
members and others connected to the R/UDAT effort. This can be a very effective way of maintaining continuity and public interest throughout the
four-part process.
(service clubs, community groups, design and planning organizations, civic
groups, environmental organizations, historic preservation groups, business
organizations, etc.).
4 Use the evaluation visit to demonstrate support, raise public awareness, and
Phase 4: Implementation
answer skeptics.
4 Notify the public via direct mail, published notices, and press releases of all
4 As soon as the team members have been selected, announce the R/UDAT team,
community forums and workshops the implementation committee might hold
to solicit public reaction to the team report. Consider publishing an invitation
in the local paper. This will be important at two points during this phase:
(1) during the implementation committee’s discussion of the report and
development of goals and objectives, and (2) at the time of the follow-up
visit to encourage participation in the public meeting with team members.
including biographical information on each person.
4 Promote the team leader’s initial visit. Consider holding a press conference to
introduce the team leader and describe the R/UDAT process to the media.
4 Consider retaining print media and electronic media clipping services. Create
a clip file and system for distribution to key participants.
4 If a newsletter has not been published in previous phases, consider establishing
Phase 3: Team Visit
4 Announce the arrival of the R/UDAT team through a press release to create
awareness of the process.
one now. Continue to try to place stories in other community groups’ newsletters.
4 Develop a press release announcing publication of the action plan.
4 Establish a distribution strategy for the action plan.
4 Notify the public via direct mail, published notices, and press releases of the
“town meeting” and all community forums held to gain public input during the
team visit. This is critically important and should be coordinated well before the
visit. Newspaper coverage is extremely helpful. Consider buying ad space in the
local paper for a public invitation.
4 Maximize every opportunity to announce progress on or completion of action
plan objectives.
4 Send copies of all news clips and any public response to AIA staff (they will
distribute copies to the team leader and project manager as appropriate). This
is especially important before the follow-up visit and is a welcome courtesy
thereafter.
4 Invite the media to participate in the team tour.
4 Invite the media to the Saturday morning “town meeting.”
4 Announce the follow-up R/UDAT visit through a press release.
4 Invite the media to observe activities in the work space, ensuring their presence
is not disruptive. This must be coordinated and approved first by the team
leader.
34
R/ U D AT
4 Invite the media to attend any public meetings.
PLANNING YOUR COMMUNITY’S FUTURE
APPENDIX
69
35
APPENDIX E: List of R/UDAT Communities
4 Invite print and electronic media to a press conference after the team members’
presentation to the implementation committee. Have press kits and the final
press release available for distribution to the press at the event or in advance.
(Discourage media coverage of the presentation in order to allow candid discussion between the team and the implementation committee.)
COMMUNITY
Rapid City, SD
Frankfort, KY
Flint, MI
Bellefonte, PA
Mason, MI
Redmond, WA
Lynn, MA
Akron, OH
Ely, MN
Davenport, IA
Falls Church, VA
Fairfax County, VA
Clearwater, FL
Gainesville, GA
Butte, MT
McMinnville, OR
Phoenix, AZ
Columbus, GA/
Phoenix City, AL
Honolulu, HI
Wilson, NC
Warren County, OH
Lafayette, IN
Hendersonville, TN
Long Branch, NJ
Macon, GA
Shreveport, LA
New Rochelle, NY
Reno, NV
Wichita Falls, TX
Vancouver, WA
Atlantic City, NJ
Bristol, CT
Denver, CO
Dalton, GA
Lexington, KY
Gunnison County, CO
Birmingham, AL
Moore County, NC
Forest Park (St. Louis), MO
Trenton, NJ
Fort Smith, AR
West Palm Beach, FL
Lansing, MI
Portsmouth, VA
Liberty Park, NJ
Tacoma, WA
4 Schedule radio and television interviews with the team members following the
presentation.
4 Develop a strategy for distribution of the follow-up recommendations to key
community and elected leaders.
4 Prepare a press release covering the follow-up visit and report.
4 Develop an article summarizing the follow-up visit and report for organizational
newsletters (service clubs, community groups, design and planning organizations, civic groups, etc.).
36
R/ U D AT
PLANNING YOUR COMMUNITY’S FUTURE
70
APPENDIX
D AT E
6/67
11/67
10/68
10/68
10/69
10/69
12/69
1/70
7/70
9/70
5/71
4/72
5/72
6/72
6/72
5/73
1/74
2/74
4/74
5/74
6/74
10/74
11/74
1/75
1/75
2/75
4/75
9/75
10/75
10/75
11/75
11/75
2/76
4/76
5/76
10/76
10/76
10/76
11/76
2/77
3/77
5/77
6/77
6/77
9/77
10/77
COMMUNITY
Detroit, MI
Lafayette, LA
Ann Arbor/Ypsilanti, MI
Corpus Christi, TX
Medford/Spooner, WI
Bellaire, TX
Laredo, TX
Oldham County, KY
Knoxville, TN
Olympia, WA
Springfield, IL
Kansas City, MO
New Orleans, LA
Louisville, KY
Revisit
Lincoln, NE
Hillsboro, OR
Salisbury, MD
South End/Lower Roxbury
(Boston), MA
Wilmington, DE
Topeka, KS
Missoula, MT
Rockford, IL
Seattle, WA
Stockton, CA
San Bernardino, CA
Lynn, MA
Jackson Hole, WY
Healdsburg, CA
Franklin, VA
Portland, OR
Newport Beach, CA
Sarasota, FL
Niagara Falls, NY
Tucson, AZ
Howell, MI
San Francisco, CA
Albuquerque, NM
Carlsbad, NM
Anderson, IN
Bethel Island, CA
Jacksonville, FL
Boise, ID
San Francisco, CA
Edmonton, AB
Farmington, NM
Baton Rouge, LA
D AT E
5/78
5/78
7/78
10/78
11/78
11/78
12/78
12/78
3/79
4/79
4/79
6/79
1/80
3/80
1981
3/80
4/90
5/80
5/80
5/80
6/80
10/80
12/80
5/81
5/81
9/81
2/82
3/82
10/82
4/83
5/83
6/83
11/83
4/84
5/84
6/84
10/84
11/84
11/84
3/85
6/85
9/85
10/85
10/85
2/86
5/86
10/86
COMMUNITY
D AT E
San Ysidro (San Diego), CA
Naples, FL
Ogden, UT
St. Albert, Alb.
The Mon Valley
(Pittsburgh), PA
Route 83/77 Corridor
(McAllen), TX
Salt Lake City, UT
Spartanburg, SC
New London, CT
Pismo Beach, CA
Waterloo, IA
Truckee/Tahoe City, CA
Fargo, ND-Moorhead, MN
Brainerd, MN
Houston, TX
Baytown, TX
Lawrence, MA
Olympia, WA
Philadelphia, PA
Austin, TX
Revisit
Caldwell, ID
Prince Georges Co., MD
San Angelo, TX
Northern Wood Co., OH
Atlanta, GA
Hermosa Beach, CA
Moose Jaw, Saskat.
Bellingham, WA
Waterbury, CT
Pasadena, TX
Las Cruces, NM
Hilton Head, SC
Lancaster, TX
Santa Fe, NM
Sioux City, IA
West Valley City, UT
Temple, TX
Tacoma, WA
Kingman, AZ
Santa Rosa, CA
East Nashville, TN
Buffalo, NY
Springfield, IL
Springfield, OH
3/87
4/87
11/87
2/88
37
2/88
4/88
6/88
11/88
3/89
6/89
7/89
7/89
10/89
11/89
5/90
6/90
7/90
10/90
11/90
1/91
1997
9/91
1/92
2/92
4/92
9/92
10/92
10/92
11/92
9/93
10/93
2/94
10/95
11/95
2/97
4/97
11/97
4/98
4/98
5/98
11/98
7/99
3/01
2/02
3/02
APPENDIX F: Application Form Outline
of funding sources that represent all sectors of the community — from local business owners and residents to corporate donors. Some government funding and/
or foundation grants are acceptable, but you need to have a significant amount of
buy-in from all sectors of the community. Try to have firm commitments for onehalf to two-thirds of your budget prior to submission of the application, and document these sources for the task group.
Project Title
Include the name of the community and a short project title. Examples:
Mayberry, N.C.: Commercial Revitalization
Cicely, Alaska: Impacts of Resort Development
Cabot Cove, Me.: Waterfront Redevelopment
Timetable for the Team Visit
Identify target dates for the team visit and the follow-up visit. Include any special
reasoning that may affect the timing of any part of the process (e.g., six months
before an election or changes to a comprehensive plan). Bear in mind that it takes
time between approval of the application and the team visit.
Contact Person
Include the name, address, phone number (work, home, and cellular), fax number,
and e-mail address for the chair(s) of the steering committee. One suggestion is to
have an AIA member and a community leader co-chair the steering committee.
List of Steering Committee Members
Provide addresses, affiliations, telephone/fax numbers, and e-mail addresses.
Be sure your steering committee represents all of your community, not just a
few select groups. Both public and private sectors should be well represented.
Also, show how you will organize into subcommittees to plan and carry out the
R/UDAT, including the follow-up visit and implementation activities.
Community Description (approximately one to two pages)
Include brief history, population, demographics, economy, geography/topography,
form of government, and anything else you feel is pertinent. Include an assessment
of your community’s most significant needs. (Examples include housing the homeless; public facilities, such as a new town hall or a senior citizen center; social services; and citizen services, such as a medical center or an affordable supermarket.)
Be sure to include information on regional setting (context) and influences.
Student Resources
Provide the name of the participating architecture school(s) and faculty contact(s)
(name, address, and phone). Include a letter of commitment/support from the
school(s). The faculty member(s) should be consulted and must agree to coordinate student participants during the team visit. Your local AIA component may be
able to help arrange this. (Student participation is described more fully in Phase 2,
Section 7 of this manual.)
Description of the Problem to Be Addressed by the R/UDAT
(approximately two to five pages, plus maps)
Define and describe the proposed study area. Be as specific as possible about the
nature and scope of the issues you wish to address. Describe why they are critical to
your community. Describe how these issues relate to development concerns at the
neighborhood, municipal, and regional scale. (Example: Downtown development
issues may affect surrounding residential areas and may play a role in regional transportation planning.) Identify the barriers (physical, political, social, economic) that
have hindered the community’s ability to address its concerns or agree on solutions. Tell us about any past attempts that have failed to resolve community issues.
Include as much graphic material as necessary to describe existing conditions.
Media Plan
Include an outline of your media plan with a list of local media outlets and contacts. A suggested outline for a media plan can be found in Appendix D.
Attachments
At a minimum, include as many letters of support as possible from community
leaders, neighborhood groups, churches, businesses and institutions, the mayor
or town manager, public agencies, etc.; maps and study area site plans; and photographs, especially aerial views. Diagrammatic maps showing, for example, locations
and concentrations of specific community needs can also be helpful. Feel free to
include other material that will describe your community, such as newspaper articles covering key issues, tourism materials, and brochures from the chamber of
commerce or local economic development agency. Be sure to include a letter from
the local AIA component. These materials will help us understand your community
and the issues that need to be addressed.
Objective of the R/UDAT (approximately 300 words)
State what you hope the R/UDAT will help you achieve and how this process fits
within other community planning and development efforts. Try not to repeat the
problem statement (previous section).
Outline Budget
Follow the general format of the budget outline included in Appendix H and
modify it as appropriate for your community. You may wish to budget for a preapplication visit from an AIA R/UDAT Task Group member who could meet with
community leaders to answer questions and offer an overview of the program.
Four complete copies of the application should be sent to:
Funding Sources
Design Assistance Team Program Coordinator
Center for Communities by Design
The American Institute of Architects
1735 New York Avenue, NW
Washington, DC 20006-5292
Identify specific potential donors and amounts where possible, cash to be raised
(and potential sources), and possible sources of in-kind contributions. All sources
do not need to be identified by name at this time, but you should have a reasonable sense of funding feasibility. The task group is looking for a diversified range
38
R/ U D AT
PLANNING YOUR COMMUNITY’S FUTURE
71
APPENDIX
39
APPENDIX G: Information Package Contents
APPENDIX H: Sample Budget
4 A statement of the problems set forth in the formal application, including the
EXPENSE
description of the community, description of the problems to be addressed by
the R/UDAT, and the objectives of the R/UDAT process
4 Maps of the study area, community, and regions showing:
Municipal and county boundaries
Neighborhoods
Local political boundaries, such as wards and parishes
Topography
Land use (adjacent to the study area)
Streets and highways
Important places (employment or shopping centers, schools, etc.)
Parks, forests, lakes
Public transportation routes
Historic or archeological sites
TYPICAL COST
Phase One: Getting Started
Evaluation visit by the project manager and one other
task group member
$3,000
Phase Two: Getting Organized
Visit by the team leader and project manager
$2,000
Phase Three: Team Visit
Transportation: 8 team members @ $800 each
($6,400)
Room and Board
Rooms, 8 team members, 5 nights @ $200/night
Meals, 16 people, 5 days @ $50/day
($8,000)
($4,000)
Y O U R E S T I M AT E
$25,800
Production expenses
Work space (N/A)
Car rental for team, 4 days @ $65/day
($260)
Helicopter, light plane rental
($500)
Film and processing, 40 rolls @ $16
($640)
Typists/word processors, 100 hours @ $10/hour
($1,000)
Printing of report, 1,000 copies of 100 pages @ $.05/page ($5,000)
4 Photographs — both aerial and street views describing the study area
4 Population statistics, including:
Growth or decline in past 10 years
Projected growth or decline
Age, sex, and other household information
4 Economic data, including:
Past and projected commercial and industrial values
Where and what the jobs are
Median income
Land values
Tax information
Brochures to attract industry, tourists
Phase Four: Implementation
Transportation: 3 team members @ $800 ($2,400)
$3,980
Room and Board
Rooms, 3 people, 2 nights @ $200/night ($1200)
Meals, 3 people, 2 days @ $50/day ($300)
Production Expenses
Typist/word processor, 8 hours @ $10/hr ($80)
4 Zoning and other land use regulations (include maps), including:
Most recent master plan
Design guidelines
Growth management measures
4 Historic preservation and archeological data (if appropriate), including:
Plans or diagrams of historical patterns of development
Historic district maps
Local history
Architectural survey
Archeological survey
Environmental concerns and programs
Miscellaneous Expenses (Phases 3 and 4)
Drawing equipment and supplies; bus rental; preparation
of images for printing; social events; equipment rental;
copying supplies; press kits; committee expenses; T-shirts,
caps, or other team identity; miscellaneous contingencies
$4,000
Total
Contingency
$38,780
$5,000
Grand Total (approximate)
$43,780
4 A list of materials that will be available at the team workplace, including:
Complete zoning laws/ordinances
Previous studies, listed chronologically
Materials too bulky for mailing
Blank base maps at several scales
40
R/ U D AT
PLANNING YOUR COMMUNITY’S FUTURE
72
APPENDIX
41
Acknowledgments
AIA Regional/Urban Design
Assistance Team (R/UDAT)
Task Group
Jerome R. Ernst, FAIA, AICP, Co-Chair
Seattle
William A. Gilchrist, AIA, Co-Chair
Birmingham, AL
Junius J. (Joe) Champeaux, FAIA
Lake Charles, LA
James W. Christopher, FAIA
Salt Lake City
Hunter Gee, AIA
Richmond, VA
Charles F. Harper, FAIA
Wichita Falls, TX
Ronald B. Kull, AIA
Cincinnati
Members of the AIA Regional/Urban
Design Assistance Team (R/UDAT)
Task Group updated this guidebook.
Sketches and photos found throughout
the document were produced during
R/UDAT-related events in communities
across the United States.
Alan Mallach, AICP
Roosevelt, NJ
Mark Maves, AIA
Washington, DC
James A. Moore, PhD, AIA
Tampa
For more information on the
R/UDAT program, please contact:
Elizabeth Padjen, FAIA
Marblehead, MA
Design Assistance Team
Program Coordinator
Center for Communities by Design
The American Institute of Architects
1735 New York Avenue, NW
Washington, DC 20006-5292
Phone: (202) 626-7405
Fax: (202) 626-7587
Email: rudat@aia.org
Grace Perdomo, AIA
Coral Gables, FL
Charles F. Redmon, FAIA
Cambridge, MA
Ronald A. Straka, FAIA
Denver
Dan Williams, FAIA
Seattle, WA
©2004
The American Institute of Architects
All rights reserved
Charles B. Zucker
Washington, DC
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PLANNING YOUR COMMUNITY’S FUTURE
73
INFORMAL STAFF REPORT
MEMORANDUM
To:
Mayor and Council
From:
Ronald L. Olson, City Manager
Date:
March 27, 2014
Subject:
Upcoming Public Meetings and Events
For your convenience, attached is a calendar of upcoming public meetings and events, as
submitted by City departments.
Please keep in mind that the City’s Ethics Ordinance prohibits Council members from speaking
before City boards, commissions, and committees, except on behalf of your own personal
financial interest, in which case you are to immediately state so publicly to the board,
commission or committee.
We hope this calendar will keep you informed about activities of interest taking place in your
district and Citywide.
If you have any questions, please feel free to contact me.
74
March 31, 2014
Monday
5:30 PM - 6:30 PM
Advisory Committee on Community Pride -- Solid Waste Office - Main Conference Room 2525 Hygeia
April 01, 2014
Tuesday
10:30 AM - 11:30 AM
Library Board Room -- La Retama Central Library - 2nd Floor Board Room
11:30 AM - 5:00 PM
City Council Meeting -- City Council Chambers
April 02, 2014
Wednesday
12:00 PM - 1:00 PM
Beautify Corpus Christi Board Meetings -- BCCA Board Offices- 545 N. Upper Broadway
3:00 PM - 5:00 PM
Committee For Persons With Disabilities -- City Council Chambers
April 03, 2014
Thursday
3:00 PM - 4:00 PM
Clean City Advisory Committee -- Solid Waste Operations- Conference Room - 2525 Hygeia
5:00 PM - 6:00 PM
Human Relations Commission -- City Council Chambers
5:30 PM - 6:30 PM
Water shore & Beach Advisory Committee Meeting -- 1st Floor, Staff Chambers Conference Room
April 07, 2014
Monday
6:00 PM - 7:00 PM
Sister CIty Committee -- City Hall, 6th Floor
April 08, 2014
Tuesday
11:30 AM - 5:00 PM
City Council Meeting -- City Council Chambers
4:00 PM - 5:00 PM
Arts & Cultural Commission (ACC) Regular Meeting -- City Hall Basement Conference Room
April 09, 2014
Wednesday
12:00 PM - 1:00 PM
CC Community Improvement Corporation/Loan Review Committee -- City Hall, Staff Conference Room,
1st Floor
12:00 PM - 1:00 PM
Citizens Advisory Health Board -- City County Health Department Administration Room
Rebecca Huerta
3/27/2014 1:47 PM
75
April 09, 2014 Continued
Wednesday
5:00 PM - 6:00 PM
Parks and Recreation Advisory Committee -- City Hall, 6th floor Conference Room
April 10, 2014
Thursday
9:00 AM - 10:00 AM
CC Downtown Management District -- IBC Bank 221 S. Shoreline 2nd Floor
April 15, 2014
Tuesday
11:30 AM - 5:00 PM
City Council Meeting -- City Council Chambers
April 16, 2014
Wednesday
3:30 PM - 4:30 PM
Airport Board -- International Aiport Board Room
April 17, 2014
Thursday
All Day
CC Convention & Visitors Bureau -- Bay Bldg. 2nd Floor
9:00 AM - 10:00 AM
Civil Service Commission -- City Hall Human Resources Conference Room - 2nd Floor
12:30 PM - 1:30 PM
Animal Control Advisory Committee -- Animal Care & Vector Services Facility Conference Room
5:30 PM - 6:30 PM
Community Youth Development Program Steering Committee -- Juvenile Assessment Center, 615 Leopard
Suite 105
April 19, 2014
Saturday
8:00 AM - 11:00 AM
Volunteer Opportunity @ Oso Creek Park 2 @ End of Cimarron -- Mountain Bike and Nature Trails in Oso
Creek Park Section 2
April 21, 2014
Monday
3:00 PM - 4:00 PM
CC Business and Job Development -- City Hall, Council Chambers
5:30 PM - 6:30 PM
Commission on Children & Youth -- City Hall, Staff Conference Room , 1st floor
Rebecca Huerta
76
3/27/2014 1:48 PM
April 22, 2014
Tuesday
11:30 AM - 5:00 PM
City Council Meeting -- City Council Chambers
April 23, 2014
Wednesday
1:30 PM - 2:30 PM
Board of Adjustment -- City Hall, Council Chambers
April 28, 2014
Monday
5:30 PM - 6:30 PM
Advisory Committee on Community Pride -- Solid Waste Office - Main Conference Room 2525 Hygeia
April 29, 2014
Tuesday
11:30 AM - 5:00 PM
City Council Meeting -- City Council Chambers
May 01, 2014
Thursday
3:00 PM - 4:00 PM
Clean City Advisory Committee -- Solid Waste Operations- Conference Room - 2525 Hygeia
5:00 PM - 6:00 PM
Human Relations Commission -- City Council Chambers
May 05, 2014
Monday
6:00 PM - 7:00 PM
Sister CIty Committee -- City Hall, 6th Floor
May 06, 2014
Tuesday
10:30 AM - 11:30 AM
Library Board Room -- La Retama Central Library - 2nd Floor Board Room
11:30 AM - 5:00 PM
City Council Meeting -- City Council Chambers
May 07, 2014
Wednesday
12:00 PM - 1:00 PM
Beautify Corpus Christi Board Meetings -- BCCA Board Offices- 545 N. Upper Broadway
3:00 PM - 5:00 PM
Committee For Persons With Disabilities -- City Council Chambers
Rebecca Huerta
3/27/2014 1:48 PM
77
May 08, 2014
Thursday
9:00 AM - 10:00 AM
Rebecca Huerta
CC Downtown Management District -- IBC Bank 221 S. Shoreline 2nd Floor
78
3/27/2014 1:48 PM
CITY OF CORPUS CHRISTI
SCHEDULED
CITY COUNCIL AGENDA ITEMS/POLICY ISSUES
As of March 27, 2014
*Please note that this schedule may change at anytime due to scheduling
conflicts and/or priority issues.
 (T) – Indicates Tentative Scheduling
April 8, 2014
*Regular Meeting
1. (14-00194) Motion approving a professional service agreement with
MercuryAssociates, Inc., Gaithersburg, Maryland to upgrade the Fleet
Management Information System (FMIS) in accordance with the State of
Texas Cooperative Purchasing Program for a total expenditure of
$298,600.76. Funds have been budgeted by the Fleet Maintenance Services
in FY 2013- 2014.
2. (14-00217) Ordinance authorizing the City Manager, or his designee, to
execute a Participation Agreement with VOJO Ventures, LLC, Developer of
The Coves at Lago Vista Unit 3B, in the amount of $171,451.95 for the City's
portion of the cost of the South Oso Parkway Bridge over King Estates Ditch,
in accordance with the Unified Development Code.
3. (14-00290) Resolution authorizing the City Manager, or designee, to execute
an Advance Funding Agreement with the Texas Department of Transportation
(TXDOT) for approximately 3,800 linear feet of median landscaping on Holly
Road from State Highway (SH) 286 to Greenwood Drive (Bond 2012) with the
City's participation in the amount of $37,361.
4. (14-00303) Ordinance exempting The Grand Reserve Subdivision Unit 2, a
subdivision located between Glenoak and Caribbean Drives, East of Flour
Bluff Drive, from the payment of wastewater lot/acreage fees under Section
8.5.2.G.1 of the Unified Development Code; requiring the owner/developer to
comply with the specified conditions.
5. (14-00306) Ordinance amending the FY 2014 Capital Improvement Budget
adopted by Ordinance No. 029916 to transfer and appropriate $1,070,235
3/27/2014 1:38 PM
79
from the Unreserved Fund Balance in No. 4041 Raw Water Supply
Development Fund to and appropriating in the No. 4080 Water CIP Fund for
the City of Corpus Christi Desalination Program; accepting and appropriating
a grant in the amount of $400,000 from the United States Department of
Interior Bureau of Reclamation in Fund 1052 Water Grant Fund for Project
No. E13063 City of Corpus Christi Desalination Program; amending the FY
2014 Capital Improvement Budget adopted by Ordinance No. 029916 to add
Project No. E13063 City of Corpus Christi Desalination program; increasing
expenditures and revenues in the amount of $1,470,235; authorizing the City
Manager, or designee to execute all documents necessary to accept the grant
for the City of Corpus Christi Desalination Program Pilot Study; authorizing
the City Manager, or designee, to apply for additional federal and state grants
with anticipated use of the City of Corpus Christi Desalination Program Pilot
Study funds for any grant matches; and authorizing the City Manager or
designee to execute Amendment No. 1 to the engineering contract with
Freese and Nichols, Inc. of Corpus Christi, Texas in the amount of $876,699,
for a total restated fee not to exceed $926,047 for Project No. E13063 City of
Corpus Christi Desalination Program
6. (14-00319) Ordinance appropriating $11,500 from additional revenue in Fund
No. 1020 General Fund, Parks and Recreation operating budget for the
replacement of Gulf beach lifeguard stand; changing FY2013-2014 Operating
Budget adopted by Ordinance No. 029915 by increasing revenues and
appropriations by $11,500 each.
7. (14-00320) Ordinance authorizing the City Manager or designee to execute
all documents necessary to accept and appropriate a $219,808 partial grant
from the Area Agency on Aging of the Coastal Bend in the No. 1067 Parks
and Recreation grants fund for the FY 2014 Senior Community Services,
Elderly Nutrition Program.
8. (14-00321) Motion authorizing the City Manager or designee to execute
documents necessary to purchase sculpture created by artist Lynda Jones
for a work of permanent art created in glass tile and authorize disbursement
of $17,770 from the Bond Fund 3191 for such purchase.
9. (14-00322) Ordinance authorizing the City Manager or designee to execute
all documents necessary to accept and appropriate a $62,142.63 grant from
the Texas Department of Agriculture Texans Feeding Texans Program in the
No. 1067 Parks and Recreation Grants Fund for the FY 2014 Senior
Community Services - Texans Feeding Texans.
10. (14-00323) Motion authorizing the City Manager, or designee, to execute an
agreement with the South Texas Alliance of Indigenous People for the
donation and acceptance of the bronze sculpture by David McGary
3/27/2014 1:38 PM
80
commemorating the Native Americans in Corpus Christi to be placed at Hans
Suter Park.
11. (14-00327) Motion authorizing the City Manager or designee to execute
Amendment No. 1 to an Architectural Design Contract with Turner Ramirez
Associates, Inc. from Corpus Christi, Texas in the amount of $280,050, for a
total re-stated fee of $329,550, for Aquatic Facility Upgrades and
Improvements for the design, bid, and construction phase services. BOND
2012.
12. (14-00334) Resolution determining that to construct a portion of the Police
Vehicle Impound Yard and Garage Phase 2 - a Bond 2012 Project (Project) at
its originally proposed location would be unwise and unnecessary; authorizing
the City Manager or designee to proceed with construction of the forensics
building portion of the Project at an alternate, more suitable, and less costly
location.
13. (14-00335) Ordinance amending the FY 2014 Capital Improvement Budget
adopted by Ordinance No. 029916 to transfer capital reserves in the amounts
of $127,540.00 from Storm Water CIP Fund 3494, $66,320.80 from
Wastewater CIP Fund 4510, and $61,219.20 from Water CIP Fund 4479 to
the Bond 2014 Street Project Old Robstown Road from State Highway 44 to
Leopard Street; increasing expenditures in the amount of $255,080.00; and
authorizing the City Manager, or designee, to execute an engineering design
contract with CH2M Hill, Inc. from Corpus Christi, Texas in the amount of
$554,390.00 for Old Robstown Road from State Highway 44 to Leopard
Street.
14. (14-00344) Motion authorizing the City Manager or designee to execute
Amendment No. 1 to the engineering contract with Urban Engineering of
Corpus Christi, Texas in the amount of $32,710, for a total restated fee not to
exceed $82,550 for the Greenwood Wastewater Treatment Plant Process
Rehabilitation/Replacement for additional design, bid, and construction phase
services.
15. (14-00345) Ordinance appropriating $23,277,531 from the Federal Aviation
Administration Grant No. 3-48-0051-050-2013 in the No. 3020 Airport Capital
Improvement Fund for the following projects: 13/31 Runway Extension
Displacement and Connecting Taxiway, 1,000 ft Extension Displacement and
Connection of Taxiways, Expansion of the North GA Apron, Reconstruction of
the East GA Apron, Reconstruction of the Air Carrier Taxilane, Extension of
Taxiway F, and Runway 18-36, NAVIDS' Site Work and Installation of Gate
10B; changing the FY 2013-2014 Capital Budget adopted by Ordinance No.
029565 to increase revenues and expenditures by $23,277,531; and
authorizing the City Manager or designee to execute a construction contract
with Bay, Ltd. of Corpus Christi, Texas in the amount of $34,766,637.10 for
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81
the 13/31 Runway Extension Displacement and Connecting Taxiway Project
for the Base Bid plus Additive Alternates 1 - 8.
16. (14-00347) Ordinance Appropriating $100,000 from the unreserved fund
balance in the No. 1130 Arena Facility Fund and transferring to and
appropriating in the No. 4710 Visitors Facilities Fund for American Bank
Center Marketing and Co-Promotion Expenditures; changing the FY 20132014 Operating Budget adopted by Ordinance No. 029915 to increase
revenue by $100,000 and expenditures by $200,000.
17. (14-00360) Ordinance authorizing the City Manager or designee to execute a
lease with Brooks Chapel for property located at 1517 Winnebago for a term
of one year, with a four year renewal option.
18. (14-00361) Public hearing and motion to inform the general public of the
extension of the FY2013-2014 Consolidated Annual Action Plan which will be
August 1, 2013 to September 30, 2014 and to allow for public comment.
April 15, 2014
*Workshop Session
19. Broadway Wastewater Treatment Plant
20. Local Streets – Street Maintenance
21. Wastewater Treatment Plant Regional Plan
22. Abandoned Tires
April 22, 2014
*Regular Meeting
23. (14-00051) Type A Grant for the Del Mar College Process and
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82
Instrumentation $1,400,000
24. (14-00194) Motion approving a professional service agreement with Mercury
Associates, Inc., Gaithersburg, Maryland to upgrade the Fleet Management
Information System (FMIS) in accordance with the State of Texas
Cooperative Purchasing Program for a total expenditure of $298,600.76.
Funds have been budgeted by the Fleet Maintenance Services in FY 20132014.
25. (14-00358) Ordinance authorizing the City Manager to execute a developer
participation agreement with Yorktown Oso Joint Venture, (“Developer”), to
reimburse the Developer up to $67,952.92 for the City’s share of the cost to
extend Rancho Vista Boulevard, in accordance with the Unified Development
Code.
Updates/Presentations (2013-2014):
Written
Economic Development Corporation –
Water Quality Issues
Health Benefits/Risk Management Capital Budget Report
Worksource
ADA Transition Program
Non-Discrimination Ordinance
TxDOT
January / July
January/ April/ July/ October
January/ April / July/ October
March/ June / September/ December
March/ June / September/ December
September (Annual)
September (Annual)
September (Annual)
Quarterly
Council Goals Update
Budget /Performance Report
New Broadway Wastewater Treatment Plant
Texas Medicaid Managed Care Initiative
February/ May/ August / November
March/ June / September/ December
Final in April
April/July/October/January
Semi-Annual
Economic Development Corporation (Presentation) April / October
Crime Control and Prevention District
May/November
NAS-CC
February/ May/ August / November
Convention and Visitors Bureau
March/ June / September/ December
Port of Corpus Christi
May/ November (Semi-Annual)
3/27/2014 1:38 PM
83
Annual
Downtown Management District
CCRTA
Strike Team Update
Summer 2011 (Annual)
Spring 2011 (Annual)
April 2014
84
3/27/2014 1:38 PM
STATUS OF THE CHOKE CANYON/LAKE CORPUS CHRISTI/LAKE TEXANA RESERVOIR SYSTEM
AS OF: 3/27/2014
RESERVOIR CAPACITIES
Reservoir_Graph2_Rpt
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Capacity (%)
Capacity (Acre-Feet)
RESERVOIR CAPACITIES
CCR
FULL
LCC
LAST YEAR
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
CCR
SYSTEM
FULL
TODAY
CHOKE CANYON RESERVOIR
230
220.50
98
96
94
92
90
88
86
84
82
80
78
76
74
Elevation (Feet-MSL)
Elevation (Feet-MSL)
201.86
196.72
200
190
180
170
160
150
FULL
LAST YEAR
TODAY
44.00
Elevation (Feet-MSL)
40.84
41.45
91.71
77.1
FULL
25
Choke Canyon
Reservoir
Lake Texana
Reservoir
(1)
15
FULL
LAST YEAR
TODAY
LAST YEAR
27-Mar-14
Lake Corpus Christi
Reservoir
35
TODAY
94.00
LAKE TEXANA RESERVOIR
45
LAST YEAR
SYSTEM
LAKE CORPUS CHRISTI
220
210
LCC
COMBINED SYSTEM
TOTAL (2)
Note:
ELEV
TODAY
CAPACITY
(A-F)
CAPACITY
(Percent)
Today
196.72
228,687
32.9%
Last Year
201.86
305,018
43.9%
Full
220.50
695,271
100.0%
Today
91.71
216,444
84.1%
Last Year
77.10
40,113
15.6%
Full
94.00
257,260
100.0%
Today
41.45
138,700
86.1%
Last Year
40.84
133,588
82.9%
Full
44.00
161,085
100.0%
Today
445,131
46.7%
Last Year
345,131
36.2%
Full
952,531
100.0%
(1) Lake Texana supplies 41,840 Acre Feet of water annually.
(2) System Total figures do not include Lake Texana capacity figures.
(3) TWDB Volumetric Survey of Lake Corpus Christi effective 06/21/05.
85