Partnership far Sustama
s
DENVER, COLORADO
South Lincoln Redevelopment Project Lessons Learned Report
FINAL REPORT
May 2011
-------
Prepared Under:
Contract No. EP-W-07-023
Prepared for:
U.S. Environmental Protection Agency
Office of Solid Waste and Emergency Response
Office of Brownfields and Land Revitalization
Washington, DC 20460
Prepared by:
SRA
. INTERNATIONAL, iNi:
www.sra.com/environment
www.yrgsustainability.com
Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO
-------
Partnership for
Sustainable Communities
10" and Osage Light Rail Station
Table of Contents
1. Introduction 1
2. Lessons Learned 2
2.1. Creating a Leadership Team 2
2.2. Commitment to Collaboration and Co-Evolution 2
2.3. Defining Success 2
3. Lessons Learned from the Pilot Project 3
3.1. Overall 3
3.2. Energy Charrette 4
3.3. Transportation Charrette 5
3.4. Stormwater and Green Infrastructure Charrette 6
4. Lessons Learned: The Charrette Process 7
4.1. Tips and Guidelines for a Successful Charrette 8
5. Conclusions...,,,,„„,,,,,,,,,,,,„„,,,,,,,,,,,,„„,,,,,,,,,,,,„„,,,,,,,,,,,_ 11
Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO iii
-------
iv Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO
-------
1. Introduction
The Sustainable Communities Brownfield Pilot is led by the U.S. Environmental Protection Agency (EPA) Office of Brownfields
and Land Revitalization (OBLR) and the Office of Sustainable Communities (OSC), and is supported by the EPA, Department of
Housing and Urban Development (HUD), and Department of Transportation (DOT) Region 8 Partnership for Sustainable
Communities (Partnership). These agencies are working together to ensure federal resources and policies support the
development of sustainable communities. The Partnership is based on "liability principles" that guide inter-agency collaboration
and support the integration of safe, reliable and economical transportation; affordable, energy-efficient housing; and sustainable
reuse of unoccupied or underutilized land. Pilot communities were selected by EPA"s Brownfields Program with input from HUD
and DOT, to receive technical assistance and support from these agencies to build on past agency investments, identify
opportunities to connect housing, transit and brownfields within the development, and to coordinate resources that can further the
integration of sustainability. The South Lincoln Redevelopment Project (SoLi) was selected as one of these Pilots in 2010.
SoLi consists of the redevelopment of 270 Public Housing units on 17.5 acres in the La Alma/Lincoln Park neighborhood of
Denver, Colorado. Using an integrated design and construction process that promotes economic, environmental, and social
vitality, the Denver Housing Authority (DHA), an affordable housing provider, is creating an energized transit-oriented community
where people choose to live and experience environmental sustainability, cultural diversity, proximity to downtown, and a
spectrum of housing options. As part of the project's integrated design process and with support from the Partnership through this
Brownfield's Pilot, SoLi hosted three charrettes that focused on key issues within sustainability: energy, transportation, and
stormwater and green infrastructure design to enhance the design and build-out of the project. These charrettes brought together
stakeholders to define project goals, brainstorm strategies, funding opportunities and partnerships, and identify barriers and next
steps for strategy implementation and modification of their project design.
In recent years, the SoLi project has received much collaborative support from state, local and community stakeholders and
leaders in defining and establishing its concept and goals. In 2008, prior to being selected as a Pilot project, a 3-acre portion of
the SoLi site (at 10th & Osage, included as part of Phase 1 of the project) received funding from EPA's Brownfield Cleanup grant
program to cleanup the area to unrestricted residential use cleanup standards. In September 2009, the DHA and key project team
members finalized a Master Plan for SoLi focusing on land use, energy, transportation and public health. In addition, this Master
Plan identifies sustainability goals as integral to the project vision (to view the SoLi Master Plan, go to:
www.denverhousing.org/development/SouthLincoln/MasterPlan/Pages/default.aspx). Previous federal investments included a $10
million American Recovery and Reinvestment Act (ARRA) HUD grant for construction of the first building and a light rail station.
SoLi is a transit-oriented development that strives to be as energy efficient as possible in order to decrease utility bills for its units
and reduce the project's carbon footprint. Since the cost of housing and transportation has a direct impact to household budget,
one goal of the project is to incorporate strategies that emphasize energy use reduction in order to decrease the cost of living for
residents. In addition, as SoLi is a 5-phase project, the phasing of housing and development will need to be carefully evaluated in
order to determine an approach that minimizes the displacement of current residents, maintains affordability and culture of the
neighborhood and community, and effectively incorporates strategies that can be implemented as part of a phased-project.
A number of key lessons, including new opportunities and barriers, have been learned through the SoLi Pilot project charrettes.
This document is a summary of these lessons and is intended to serve as a resource for stakeholders to transfer to other
communities undergoing a similar process of community engagement and integrated design.
V
Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO 1
-------
2. Lessons Learned: The Partnership/lnteragency Perspective
The Partnership's support of the Soli project has created an opportunity to leverage the strengths and resources of the three
Partnership agencies with those of state, local and private partners. The Soli Pilot project charrettes provided a hands-on
opportunity for participants to understand the agency processes, programs and funding opportunities available within each of the
key organizations represented, as well as identify program and funding gaps that may exist within such a project. It provided a
real-world experience of how federal and state funds and resources both directly, and often indirectly, come down to a local
project level. The lessons below outline the processes, resources, and recommendations for supporting projects similar to Soli.
2.1 Creating a Leadership Team
The participation of all three federal agencies is essential to the success of this Pilot, and its ability to convene state and local
agencies, and resources. On individual projects, it is important to create a Leadership Team that has representatives from all
three agencies and key state and local representatives, to participate in the planning, goal-setting, and management of the
project. Within this Leadership Team it is also important to select a single agency and individual who will act as the overall team
lead and define roles and responsibilities for the other team members. The team lead should have the time and commitment to
oversee the project from beginning to end and sustain momentum when the project slows down or runs into challenges. For the
SoLi Brownfields Pilot, EPA was the lead. DMA was a strong co-lead and participant.
2.2 Commitment to Collaboration and Co-Evolution
All participating agencies have varying approaches to programs, funding mechanisms, organizational structure, and staffing.
These differences pose challenges to intra-agency collaboration. Because of these challenges, collaboration and consensus
building have been key elements to this Pilot's success. This willingness and commitment to work with a continuously evolving
process has been pivotal in realizing the potential of these charrettes and recognizing the capabilities and roles of the individual
agencies. Additionally, in an effort to find joint solutions, it is important for team members to consider strategies that fall outside of
the current policies and procedures of any one agency. Additionally, each agency should commit dedicated staff and resources to
the project. It was also important to include goals of future benefits and transferability, as state and local agencies are more
engaged if the strategies developed, can be applied to a broader range or regional projects.
2.3 Defining Success
Each agency defined "success" within the context of the project, and focused on additional analysis and key decisions that would
allow DMA to confidently modify their project design. From here, the Leadership Team will come together to develop a joint
definition of success. This joint definition should identify a successful outcome for all three agencies and guide project goals and
agency responsibilities.
Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO
-------
3. Lessons Learned from the Pilot Project
The three Soli sustainability charrettes provided an opportunity to engage the community and key stakeholders. This process
explored opportunities and barriers to key strategies, the impact of city policies and regulations, and means to implementation.
The following are overall lessons learned, specific lessons learned from the three individual charrettes, and tips and
recommendations for facilitating the charrette process.
3.1 Overall
• Build upon existing plans: Use existing plans and design ideas to establish the context and a clear starting point for
new ideas and discussions. A thorough review of existing plans can help push a project beyond this already identified
baseline and prevent teams from rehashing old conversations. At Soli, the team used the existing Soli Redevelopment
Master Plan and La Alma/Lincoln Park Neighborhood Plan as a starting point from which existing design ideas could be
further developed and new ideas could be generated.
• Resident and stakeholder buy-in is critical: Resident and stakeholder buy-in is important for the successful
implementation of many sustainability strategies and initiatives. Efforts that encourage resident engagement, education,
and feedback will likely be more successful. At Soli, DMA has organized numerous community meetings, surveys, and
work sessions with residents and neighbors to collect valuable feedback and input for project decisions. Additional ideas
for resident engagement at Soli include a green jobs program, green store / resource room, and green team for training
and ongoing operations/maintenance. Although the charrettes were "technical" in content, DMA strongly represented the
resident perspective.
• Think beyond the property line, invite neighbors to increase collaboration: The Soli Pilot charrettes convened
major neighborhood partners (the regional transportation authority, neighboring university campus, etc.) to collaborate
with the project team and key stakeholders. This is particularly important because the implementation of neighborhood
scale solutions such as stormwater management and district energy systems will impact areas beyond the Soli project
boundary, making buy-in from neighborhood partners critical.
• A central repository for project, documents, ideas, and feedback can promote effective implementation:
Large-scale development projects take years to design and construct. This long time frame can make it easy for teams
to forget past ideas and recommendations. Formal master plan documents can capture a snapshot of high level goals
and efforts but there is also value in hosting an ongoing repository and forum for project documents, ideas, and
feedback. Such a repository can act as a "real-time" resource for project updates, lessons learned, case studies,
implementation strategies, ongoing feedback, and funding resources for the project. The repository and forum can
engage viewers by being interactive and easily accessible, and supported through a dedicated funding source.
• Participation from local agencies is critical: Without local agency support, great plans and projects will remain
shelved. The Partnership for Sustainable Communities can help build support at the local level as well as the federal
level.
• Ensure strong expertise comes to the table: Find key public/private experts that have a broader perspective to lend
their expertise to the charrette process.
/
Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO 3
-------
Energy Strategies at Different Scales
District Scale Building Scale Occupant Scale
Metrics and Benchmarks
!H .-LEI
9 JMfe LIVING
r BUILDING
CHALLENGE
3.2 Energy Charrette
• Discounted energy bills do not promote resident energy savings: Many affordable housing residents do not directly pay their energy bills and/or
have a cap to their monthly energy costs, regardless of how much energy they use. This structure limits resident knowledge of energy consumption
and does not allow for incentives to reduce their energy usage. Projects working under a similar structure need to explore opportunities for residents to
reduce their energy usage.
Next Step: Identify process by which HUD projects can incentivize energy use reductions with resident energy bills. One strategy could include a
baseline energy allocation, for which residents do not have to pay, after which energy is billed at an increasing rate. Further, residents that use
less than the budget could earn credits towards rent, food, etc.
• Provide mechanism for using future energy cost savings to fund first costs of energy efficient strategies: On most development projects, there
is a disconnect between the funds allocated for first costs of energy efficiency measures and the funds gained through energy savings by those
measures. The approach should prioritize expenditures that realize long-term savings. Projects that can identify potential partners and explore
financing strategies to fund upfront costs may be able to reduce total cost through long-term energy savings.
Next Step: Create a mechanism for monetizing life cycle savings and using this to fund first costs for energy efficiency strategies that have
attractive payback periods.
• Transit Oriented Development (TOD) densities create energy tradeoffs: TOD projects are generally mixed-use high-density developments. In
urban environments, higher density means higher buildings that can reduce solar access in the dwelling units and shade rooftops so they are not
optimized for solar panels. Projects should consider these energy tradeoffs and develop massing and orientation studies to maximize solar access
across the development for the chosen development density.
Next Step: Develop renewable energy targets for affordable housing projects that adjust based on the project density. Don't be myopically
focused on building energy goals at the expense of creating a vibrant urban setting which has larger energy and environmental benefits (from
reduced use of personal vehicles, land use, etc.).
• Meet and work with local energy provider: Working side by side with the local utility is important when pursuing large-scale and advanced energy
strategies. Engaging the utility to provide guidance on rate structures and permitting of large-scale capital projects (such as cogeneration), greatly
helps target the analysis to what is implementable. The Soli team should continue to work with Xcel Energy to support the design strategies and
capital costs for large-scale energy projects. As an example, using the Xcel Energy Design Assistance program to identify modeled energy savings, or
modifying policy to allow for redevelopment-wide strategies (such as using LED street lights) will have positive benefits for Soli and other projects.
Next Step: Create guide or checklist for development project teams that want to engage their local utility on efficiency and renewable strategies,
as well as large scale capital projects such as cogeneration.
• Coordination of project phasing is critical for success of district energy systems: Most large-scale developments like Soli are designed and
built in phases, yet most district energy systems require upfront infrastructure investments beyond the scope of the first phase. The Soli team should
develop a phasing plan to ensure successful design, funding, and construction of any district scale energy strategies. This phasing plan will need to be
supported by all energy partners and should include provisions for system management, operations, and maintenance.
Next Step: Create a phasing plan for the most feasible district energy systems.
• Ownership and management of district energy systems requires key partnerships: Creating a district energy system may blur the lines between
the developer and energy provider thus increasing the need for coordination between the two. Questions arise such as "Who owns the district energy
system?" and "Who will manage, maintain, and operate the system?" need to be negotiated before developing a system. Partnerships with
neighborhood organizations and third party providers can improve economics and efficiencies through diversified load profiles and resources.
Next Step: Develop a Memorandum of Understanding (MOU) for the SoLi development that clarifies who owns, manages, and maintains any
district energy systems.
4 Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO
-------
3.3 Transportation Charrette
• Neighborhood transportation strategies need to consider regional transportation needs: Transportation strategies that
meet the needs and goals of the La Alma / Lincoln Park neighborhood may conflict with city-wide transportation goals and
standards. For example, improving pedestrian and bicycle connectivity within the neighborhood could limit automobile
movement through the neighborhood. Often, these issues are politically charged and the perception of conflict may be
greater than the reality of such a conflict. Quantifying impacts is therefore an important step in implementing goals that may
impact other modes of transportation. Also, project-specific measures like custom bike racks may incur additional costs for
maintenance and repair that is, in part, why the city generally does not approve them. Projects should identify city and
regional plans, processes, and requirements when evaluating the project goals and desired strategies, and coordinate with
them as much as possible.
Next Step: Conduct transportation modeling to better understand impacts on neighborhood connectivity and regional
transportation, and use the results to communicate to stakeholders to enhance acceptability of the proposed plans.
• Pilot projects can create precedence for innovative technologies: Pilot projects enable local agencies to test innovative
strategies and technologies that are not approved through standard policies and regulations. This creates precedence that
can be referenced by other future teams. These pilot projects provide important information regarding design considerations,
construction costs and operational realities. Future projects that explore strategies not readily adopted by city guidelines will
benefit from these pilot projects.
Next Step: Establish a mechanism for creating precedence from pilot projects that can be referenced to support future
development.
• Establish clear metrics and definition of success (or at least as clear as possible): A measureable definition of success
can help define progress for a TOD, yet there is currently no single metric that informs this evaluation. Using guides such as
Leadership in Energy and Environmental Design for Neighborhood Development (LEED-ND) credits, Walk Score
(www.walkscore.com), or the Sustainable Sites Initiative (www.sustainablesites.org) to measure pedestrian and bicycle
connectivity within a development will help provide more concrete benchmarks. Targets that include prescriptive and
performance measures will likely be more effective for defining success and supporting connectivity.
Next Step: Create a list of established transportation metrics that can be used to define success on future projects.
• Establish clear ground rules for developing in the Right-of-Way: The City of Denver does not currently allow
development in the public right-of-way for strategies such as bulb-outs, traffic calming, stormwater measurement, etc.
Developers pursuing high-level transportation goals should work with the city to outline a transparent and streamlined
process for integrating innovative strategies in the public right-of-way.
Next Step: Define a specific process and set of criteria that provides clear guidance to developers for designing and
building in the right-of-way.
• Incentives could push sustainability and connectivity further: Incentives linked to specific sustainability performance
achievements (whether through height or density bonuses, design assistance funding, etc.) that target walkability, bikeability,
and/or connectivity, would encourage more projects to target these goals in future developments.
Next Step: Create incentives that promote improved neighborhood connectivity, bikeability, and walkability.
Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO 5
-------
3.4 Stormwater and Green Infrastructure Charrette
• Look beyond project boundaries to ensure a comprehensive approach and solution: Stormwater does not follow property lines. A
regional basin or watershed approach to Stormwater issues (e.g., flooding, water quality) may allow for a more comprehensive and appropriate
solution. Project teams should identify key stakeholders (public and private), in a given region and build partnerships around specific
Stormwater management strategies and solutions that benefit all parties through regional Stormwater improvements and cost reductions.
Next Step: Continue the dialogue of stakeholders that represent the local drainage basin for the SoLi project.
• Identify all key stakeholders and Stormwater plans before developing a regional solution: As discovered at SoLi, a regional
Stormwater management approach may be challenging when numerous stakeholders (e.g., DMA, Auraria Higher Education Center
(AHEC), Regional Transportation District (RTD)) are involved that have different project schedules, funding sources, and priorities, and
there is a lack of coordination among the organizations. To inform a project's Stormwater management plan, project teams should work
with neighbors and those within the watershed to identify the current status and plan around Stormwater management, and any actions that
may already be taking place.
Next Step: Create a single list and repository of all relevant Stormwater plans and partners.
• Identify priorities and tradeoffs between water quantity and water quality solutions: Different approaches may be necessary to
address flooding versus water quality. Projects may identify strategies that improve water quality but do not mitigate the volume of
Stormwater flowing off of the site. Projects should balance water quantity and quality strategies based on the needs of the site,
opportunities within the neighborhood, and impacts on the regional watershed.
Next Step: Develop a decision tree that helps project teams prioritize Stormwater quality and quantity.
• Define clear goals and metrics of success: It is important to define a clear goal for water quality and quantity improvements for a
development and regional basin. A range of metrics exist from LEED-ND and LEED for New Construction to Green Communities to local
regulations. The project team should be clear about which metric is the appropriate definition of success for both quality and quantity.
Next Step. Create a list of established Stormwater metrics that can be used to define success on future projects.
• Collaboration and prioritization among city players is crucial for the successful implementation of solutions: Collaboration is
needed within the local Partnership agencies and stakeholders on the various city plans that may affect the SoLi project (e.g., some
agencies may identify other projects as a priority even though major city and private investments are being concentrated in this
neighborhood and redevelopment effort).
Next Step: Create a recommended protocol and checklist that promotes better collaboration between city agencies.
• Innovative solutions may require research and testing: More research/data is needed to determine the health and safety risks (e.g.,
tripping hazards, standing water, and emergency vehicle requirements) associated with green infrastructure best management practices.
Next Step: Identify research institutions that can support pilot projects pursuing innovative strategies and document the results in a
manner that will be useful to different projects in different climates.
• City policies may limit the implementation and effectiveness of some Stormwater strategies: Current Denver city policies may be
impeding effective Stormwater management strategies from being incorporated into a project's overall design (e.g., currently, a project
cannot count Stormwater detention areas as open space). Projects should research city policies and regulations to determine how these
may influence and impact their design, and city agencies should be engaged in troubleshooting the limitations that may exist.
Next Step: Commission a report to identify and evaluate the City of Denver policies and codes that limit regional Stormwater
solutions.
6 Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO
-------
4. Lessons Learned: The Charrette Process
DMA is committed to making the South Lincoln Redevelopment Project a successful example of resident and community
engagement. DMA, with the support of EPA, decided to engage local, state and federal government agencies, the La Alma /
Lincoln Park (LALP) community, non-profit organizations, and private entities in three 8-hour highly interactive multi-day meetings,
also called charrettes. Each charrette was structured to generate innovative design ideas, identify barriers to and strategies for
implementation, and build partnerships with stakeholders. Below are general lessons learned from the charrette process.
• Project goals determined early in the planning process can help frame discussion and approach: Determine the
goals of the charrette early on in the planning process. Charrettes can focus on gathering design feedback and input,
engaging stakeholders, problem solving issues around implementation, or a combination of all of these approaches. It is
also important to decide whether participants should engage in technical discussions, "blue sky" brainstorming, tactical
or logistical implementation, financing, etc.
• Identify key players, and provide opportunity for active engagement and participation: Once the goals and
objectives of the charrette have been determined, it is very important to identify the key stakeholders/participants,
determine the date of the charrette, and confirm the attendance of these key stakeholders. It is also helpful to have
these key players engaged early and often throughout the planning process. Once at the charrette, allow time for the
invitees to engage in small group discussions and activities, then report out to the larger group and participate in Q&A.
It is also helpful to keep the presentations brief and focused and rely on the group's participation to fuel the discussions
and charrette progress. Key stakeholders will likely include city planning, public works, the mayor's office, the local
utility, transportation authority, academia, technical experts, residents, and neighboring organizations or businesses.
• Resident participation is critical: Ultimately, the outcomes from the charrette process are intended to improve the
lives of the residents who will live in the future development. Active resident participation in the charrettes will help to
ensure that the discussions and efforts during the charrettes address actual resident needs.
• Balance the technical depth of the charrette with the participants' skills and project goals: Presenting technical
information when the audience is both technical and non-technical can be challenging, but may be necessary. Breakout
groups can be used to divide the group into different skill sets, where some may focus on technical or design issues,
and others may address policy or implementation.
• Charrette leaders and facilitators can be most effective if they are well prepared: Charrette leaders should be
familiar with local issues and back story, current politics, stakeholder perspectives and positions, etc. in order to guide
fruitful and meaningful discussions. Knowing the ins and outs of the subject matter allows for preparedness and
opportunity to pose the right questions.
• Use results from technical analysis to focus the discussions: Identifying and completing pre-charrette analysis can
help clarify objectives and opportunities for the project and charrette, as well as advance progress and discussions
during the charrette. This analysis should anticipate the major questions participants are likely to have about the
technical aspects of the project. Projects that move forward without the necessary analysis will likely be relegated to a
conversation of speculation and first principles. Through the charrettes for SoLi, more complete designs and analysis
around energy efficiency and renewable energy, transportation options, and stormwater and green infrastructure have
been explored. Specifically, SoLi has had significant energy modeling completed at the building and district level, and
preliminary stormwater analysis completed for the charrette has initiated follow-up discussions involving key regional
stormwater planning participants and agencies.
"Single-scale problem-solving leads
to solutions that don't always make
sense."
Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO 7
-------
4.1 Tips and Guidelines for a Successful Charrette
Planning a successful and productive charrette requires consideration of the project team's goals and identifying the type of
charrette that would be most effective for achieving these goals, as well as identifying the appropriate people to have in the
room. Being adequately prepared for the charrette involves securing a suitable space for the event, performing background
research, and developing presentation materials and handouts for the attendees. These initial considerations, and
preparation tips and guidelines for ensuring an effective charrette are outlined below.
Initial Considerations:
• Identify the Type of Charrette: The type of charrette influences the goals of the day and its outcomes, the
agenda, breakout group activities, and who will be attending the charrette. The type of charrette is primarily
determined by the goals of the project, as well as the project phase and schedule. Charrette types can be defined
as the following:
o Design (technical / non-technical): Focuses on brainstorming strategies and fleshing out possible
design solutions that will meet the goals of the project
o Implementation: Focuses on identifying barriers and feasibility, and developing next steps and action
plans for implementing the identified strategies
o Stakeholder Engagement: Focuses on engaging the community and key stakeholders that can support
the development of the project goals and identified strategies
• Define the Charrette Goal: The charrette goal can greatly influence and shape the type of charrette, the day's
agenda, break-out group activities, and overall outcomes and next steps. When defining the charrette goal, keep it
clear, concise and quantifiable.
Sample goals include:
"Identify priority strategies for creating safe and accessible walking, biking, driving, and public transportation options
for ABC project residents and develop an implementation plan to overcome the anticipated barriers to each of those
strategies."
"To explore the goal of a net-zero historic building through an interactive dialogue; to develop a process map
template for the ABC project, and existing building retrofits at-large; to define a "resource kit" of strategies and
tactics, integrated with the process map, that could be deployed on the ABC project and similar projects."
"To identify strategies and action items required to design ABC building as 35% better than ASHRAE 90.1-2007."
• Identify the Invitee List: When identifying which stakeholders and community members should be involved in the
charrette, consider the following:
o Project team members
o Operations Staff
o Local sustainability leaders
o Community stakeholders
o Federal, state, regional, and city staff
o Technical experts
o Affordable housing stakeholders
o Neighboring property owners / residents / organizations / non-profits
o Local businesses
8 Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO
-------
Preparing for the Charrette:
• Develop and Prepare Charrette Materials: Being properly prepared and prepped with a set agenda, presentation,
handouts, and breakout group activities can make the day run smoothly and allow the participants to contribute in a way
that is effective to meeting the overall charrette goal.
• Perform Research and Analysis Prior to Charrette (as applicable): Completing analysis before the charrette can
greatly guide questions and discussion for the group. Presenting this analysis, not as conclusions, but as useful
background information, can focus discussions and engage the participants about the possibilities of specific strategies.
Furthermore, completing analysis required before the charrette can help outline objectives and opportunities, and
advance the progress and discussions during the charrette.
• Confirm and Communicate Charrette Logistics: Providing attendees with information to adequately prepare them for
the charrette is key to the day running smoothly and for ensuring participants arrive prepared and are engaged in the
discussions and activities.
Creating the Space
• Determine the Ideal Location: An optimal space for hosting charrettes will have a quiet room for collaboration,
opportunity for presentations, and the flexibility to move tables and chairs into various configurations. Additionally, wall
space for posting flip chart pages and internet access for some presentations can be helpful.
• Plan the Charrette Set-up and Required Materials: A variety of materials are required for the various ..stations" and
participants at a charrette. The lists below outline the items that can be included at the registration table and at each
breakout group table, as well as a comprehensive list of materials that can be considered part of a charrette "tool box".
These items can help make sure presenters and facilitators have the resources and materials they need to run the
charrette smoothly, and participants can communicate and document their ideas effectively.
At Registration Table:
• Sign in sheet
• Name tags (printed out or blank)
• 2-3 markers (if name tags are blank)
• Pens
• Printed agendas
• Handouts (as applicable)
At Tables (ideally for 6-8 people):
• Breakout group guides (reference guides,
books, resources, etc.)
• Flip charts
• Breakout group titles (as applicable)
• 6-8 color markers, 2 regular pens
• Note pads and post-its
In Charrette Tool Box:
• 6-8 color pens for each table
• Small note pads for general note taking
(2 per table)
• Small post-it notes for charrette feedback
and exercises
• 50 per table colored dots (for voting in
exercises)
• 3 rolls of painter's tape, 3 rolls scotch
tape, 1 roll double sided tape
• Scissors (1 per table)
• Tracing paper roll (12 in. for small
drawings and 24 in. for large)
• Architectural scales and/or engineering
scales (1 per table)
• Flip charts (with sticky back) (1 per table,
2 for overall group)
\ «._^rfiJH
Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO 9
-------
Facilitating Breakout Groups:
• Provide Guidance and Allow for Open Discussion: Breakout groups provide an opportunity for participants to share
ideas, expertise and perspectives in smaller groups as they tackle the charrette goal and key objectives. In this way, this time
is an opportunity for all participants and stakeholders (as opposed to a few dominant voices) to get involved and actively
engage in the session.
• Allow Ample Time for Report Out: Breakout groups are helpful for getting everyone to participate and share their ideas and
input. It is important to provide enough time for each breakout group to report back to the larger group to fully capture and
process those ideas and feedback. This can take a lot of time and should be led by the charrette facilitator.
• Have Trained Facilitators: Facilitating large charrettes and breakout group discussions can be a challenging task,
especially when the discussions encourage various stakeholders to think and work outside of their traditional roles. Trained
facilitators can help charrette attendees discuss difficult issues, address dominant personalities, and clarify complex issues
so everyone can actively participate in the charrette.
Closing the Charrette:
Identify Common Themes and Next Steps: The final wrap up for the charrette does not have to answer all the questions
that have been raised over the course of the charrette, but should identify common themes and conclusions related to the
charrette goal, and explicitly relay the next steps for the project team and participants.
Follow up Items (as applicable):
Keep the Conversations Going: Although the charrette is over, the relationships made and the discussions generated
certainly extend beyond the charrette.
Additional Tips and Guidance:
• Stock Questions to Promote Discussion:
o How can the identified strategies be prioritized?
o What barriers may there be to strategy implementation?
o Who else do we need involved to succeed in implementing the strategies?
o How do the strategies map to a timeline of the project schedule?
• Rules for Engagement:
o Multi-Task Free Zone
o Be open minded; contribute across disciplines; don't focus on what can't be done
o Have fun
• Genera/ Guidance:
o Don't start too early
o Two 1/2 days is better for an 8 hour charrette (afternoon / morning)
o Plan for a happy hour or other social gathering
o Use scheduling tools for coordinating optimal meeting times
o Have an assistant or support for the facilitator that can help with logistics, set-up, welcoming attendees, taking
notes, etc.
o Food, snacks, and coffee will help keep charrette participants engaged
10 Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO
-------
5. Conclusions
The South Lincoln Redevelopment Project Pilot Charrettes have been a powerful and rewarding opportunity for the Partnership
agencies, state and local stakeholders, and the La Alma / Lincoln Park community to come together and participate in sustainable
community development, integrated design and collaboration. Through this process and these efforts, the SoLi project has been an
effective "testing ground" for the Partnership agencies as they continue to define their shared roles in the design, construction, and
operation of sustainable communities.
The use of large community charrettes to gather innovative design ideas, promote communication and build support among
stakeholders, identify technical solutions and barriers, and develop a plan for implementation has been an effective use of time and
resources. The benefit of these charrettes is that they help to build new relationships that are critical for the successful
implementation and coordination of sustainable community development projects. This kind of relationship building is something
that rarely happens through technical analysis and long paper reports. Community charrettes are an important way to build and
maintain momentum around innovative and forward thinking ideas, technologies, programs, and initiatives.
The charrettes, technical analysis, and lessons learned through this Pilot program have helped to test and define a more engaging
and effective process for the Partnership moving forward. This process creates a forum where the Partnership agencies can
directly engage and support local and regional stakeholders who are asking challenging forward thinking questions on new
community development projects. Ultimately, any process and project adopted by the Partnership agencies is dependent on the
commitment, available resources, and expertise of the individuals on the project team. Through community charrettes, team
members can more effectively develop shared project goals, identify key partnerships and barriers, and outline a meaningful and
realistic implementation plan.
Partnership for Sustainable Communities EPA Brownfield Pilot - Denver, CO 11
-------
------- |