HomeMy WebLinkAboutR-UDAT 1983IIIIIIII IIII III Ifl� IIII�I IIIII IIIIN IIII III IIII*NEW FILE*
R/U DAT 1983
MOM I I DTA
'TT . - 1.
This pamphlet is addressed to commun-
ity leaders across the land to describe an
available process for improving the qual-
ity of their neighborhood, town, city,
county or region.
MostAmericans live in urban areas. Many
have moved in from rural sections. Some of
us are here by choice. Others by necessity.
We don't need to be told that this growth
creates a lot of new problems, and com-
pounds some of the old ones. Suburban
sprawl removes huge areas from agricul-
ture and blurs the distinction between
urban and rural living. Abandonment of
downtowns encourages poverty and crime.
Population shifts produce traffic conges-
tion. The environment deteriorates. Oppor-
tunities -are missed to provide much needed
housing, sound commercial development,
and life -giving -community services. Citi-
zens are threatened by corrosive forces
they don't know how to control. The litany
is familiar and frightening.
Some alarmed communities have en-
acted no -growth statutes, and some of
these are being tested in the courts. Others
feel it's better to mold and direct growth
than to legislate it out of existence. In almost
every town and city in the nation people are
awakening to the quality and beauty of
tradition, as they have in Savannah, Ga., for
example. Indeed most urban regions have
many valuable qualities. But citizens fre-
quently don't know how to build on their
assets.
That's where the R/UDAT (Regional/
Urban Design Assistance Teams) program
comes in.
For a decade the AIA has been sending
these assistance teams to American com-
munities that have called for help. Cities
with a combined population of more than
10 million citizenshavebeen served and
professional services valued in excess of
$2 million have been donated.
Teams are selected fortheir capacity to
respond to the particular problems of each
community. They are made up of people
who are tops in their fields: urban design-
ers, economists, sociologists, growth man-
agement experts, political scientists, and
lawyers, as well as architects. They volun-
teer their time because they believe in the
urgent cause of our cities. Although their
traveling and living expenses are reim-
bursed, they agree not to accept com-
missions resulting from the study.
The team chairman visits the community
well in advance of the R/ UDAT to meet with
its citizens, leaders, planning officials, and
the AIA chapter. A packet of maps, statis-
tics and information is prepared, together
with a statement of the problems to be con-
fronted. Each R/UDAT member gets a copy
to study prior to leaving home.
The team's visit is about four days, gen-
erally an extended weekend, and is coordi-
nated by the local AIA chapter. Often the
team is assisted by students from a school
of achitecture or planning in the region.
The team meets with community groups
and gets acquainted with local conditions
atfirst Hand by means of site visits and
tours. A public hearing is held and the team
listens.. -then team members closet them-
selves for intensive sessions, calling on
local resource people as needed, to define
problems, establish strategies and develop
and synthesize courses -of action. Finally,
the team's recommendations are presented
to the community at a public meeting.
The team follows long -recognized prin-
ciples of urban design.
Urban design is not simply large-scale
architecture. It speaks to all scales —urban
region, central.city, district, community,
neighborhood —and to all activity areas —
commercial and industrial, cultural, civic
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and educational. It is a process for evalu-
ating community assets, analyzing needs
and proposing action.
An urban design plan provides an outline
for development of a community, not a
blueprint for its completion. While the de-
sign of a single building is influenced by
the needs of a particular client, urban
design must resolve a varied and some-
times conflicting set of public and private
priorities.
The impact of R/UDATs is varied and im-
portant. Sometimes R/UDAT results in a
substantial commitment to long-range
planning. After a R/UDATvisitto McMinn-
ville, one of Oregon's smaller communities,
money was appropriated in the city's
budget for planning —for the first time ever.
The R/UDAT recommendations formed the
basis for the downtown plan, which has now
been officially adopted and is in the process
of being implemented.
Sometimes R/UDAT can get battling
factions to talk and work together. Fairfax
County, Virginia, is a suburban area, near
Washington, D.C., that had initially en-
couraged growth. Then the problems en-
gendered by growth created a backlash,
and an anti -growth contingent was head -to -
head with people who had vested interest in
the county's continued development. The
recommendations of the Fairfax R/UDAT—
save open spaces, use a balance of trans-
portation modes as one means of control-
ling new development, develop new centers
of employment —have influenced the
county's planning and policies. Perhaps
more -important, by stating the problems
in objective terms, the team was able to
bring polarized citizens together to discuss
their goals and resolve their problems
constructively.
R/UDAT can become a catalyst for
dramatic action. Following a R/UDAT in
Honolulu, the Hawaii legislature passed a
resolution to implement certain team rec-
ommendations immediately, among them
a specific proposal to convert a city dump
into a park.
R/UDAT sometimes speeds up the im-
plementation of existing plans. The team's
recommendations at Shreveport, Louisiana,
resulted in the formation of a nonprofit
downtown development corporation within
a month of the team's visit.
R/UDAT has indeed helped many cities.
It is not a panacea for all conflicts and t
crises, but it does provide an opportunity to
review urban problems with a group of
people who have dealt with similar prob-
lems before, and who are willing to share
the benefits of their experience and skills
with others.
The printed report which the team leaves
behind can only fix the starting point for a
long and continuing effort by the commu-
nity. The city's own people must organize
for an effective program of implementation,
and R/UDAT maintains contact with the
community to assist it in taking action. This
combination of public and private effort,
with continuing professional guidance, can
result in better urban areas and a better
quality of life for their inhabitants.
We know it's true; we've seen it happen.
The involvement and commitment of your
local AIA chapter is very valuable. Its mem-
bers play important roles in organization,
problem identification, information gather-
ing, team liaison, and —most of all —follow-
up. The local AIA chapter joins with other
local citizens and leaders in evaluating the
R/UDAT's recommendations, and in deter-
mining programs for immediate action.
R/UDAT in turn assists the community in
every way possible to achieve its goals.
If you feel that a R/UDAT visit might be
useful to your community, get in touch with
your local AIA chapter or the Director of
Urban Programs, AIA,1735 New York
Avenue, N.W., Washington, D.C. 20006
(202-785-7363). Reports of previous
R/UDATs are available as well as films on
some specific visits.
This pamphlet was prepared by the Urban
Planning and Design Committee of the AIA.
All illustrations are from on -the -spot
R/UDAT reports.
Printed in the U.S.A. August 1976 Catalog No. 6N406 7M
R/UDAT covers every scale of urban
planning and design, from the region to
the street. This assortment of Illustra-
tions comes from widely diverse studies
and represents the approach and proc-
ess of the program.
(1,2, 9) WILSON, NORTH CAROLINA.
R/UDAT's proposals for Wilson were
aimed at its changing role in relationship
to the regional setting, Its downtown core
area and its people. The potential im-
pacts of the connection to the Interstate
highway system and the development of
a more diversified base will provide a
new perspective and an opportunity to
deal with Wilson's changing social and
economic needs.
By adopting and re -using such struc-
tures as the existing tobacco ware-
houses for new activities, such as a
market for local produce, the existing
core and neighborhoods could be
strengthened.
(3) VANCOUVER, WASHINGTON. Here,
R/UDAT demonstrated methods for com-
bining the lands of 20 disparate owners
and agencies to form a 640-acre down-
town park that will have a profound effect
on the quality of life of its citizens.
(4) ATLANTIC CITY, NEW JERSEY. in
R/UDAT's view, the first priority in
Atlantic City must be to open up a new
spirit for solving its racial problems, and
giving black and Spanish-speaking citi
zens greater roles in the community's
decision -making, and more leverage in
its financial processes. As part of the
answer, the team suggested a series of
small-scale revitalization projects to.
provide new opportunities open to all:
for instance, development of this beauti-
ful inlet which penetrates the downtown,
Incorporating an ancient vessel which
the city has recently acquired.
(5) LONG BRANCH, NEW JERSEY. Here
the team proposed rehabilitation and re-
development strategies for the old core
of the community. It identified new roles
and activities to stitch the adjacent
neighborhoods back together. Programs
were proposed for beach and downtown
that could be implemented on a piece -by.
piece basis.
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(6, 7) WARREN COUNTY, OHIO. This
410-square mile region, rural until re-
cently, is feeling intense pressures as a
result of population spillover and en-
croachment by two growing cities—
4
Dayton on the north and Cincinnati on the
south. Although the county has become
largely suburban, residents still tend to
think of it as rural, unspoiled, and
sparsely settled. The team suggested a
"performance zoning" approach —that
Is, development of zoning regulations
based on what the land can readily
accept without environmental, ecologi-
cal, or social damage.
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(8) UXINGTON, KENTUCKY. The
R/UDAT recommended a rehabilitation
of the city's historic main street. It deco-
onstratedhowhew structures can be
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introduced without injuring the street s
traditionalcharacterand Integrity. Pav-
ing, tree planting and arcades can re
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store the vitality and the unity to the
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street. Each new building can be sup-
pb-rted by much -needed parking decks
entered from parallel streets to the rear.
60,11) DENVER, COLOHADO. R/UDAT
in Denver dealt with complex problems
of mass transit In relation to urban de-
sign. Denver planned to find Its mass
transit system through bond sale, in the
hops that ridership would support the
system. The team pointed out that a fixed
transit system exerts enormous Influence
,
on the land values and use -patterns
around station -stops, and recommended
that the transit authority control land
around those nodes, thereby influencing
Its uses and tax returns
X
{12,13) PHOENIX, ARIZONA. Phoenix is
located in a beautiful selling of moun-
tains and desert which piecemeal growth
without comprehensive controls will in-
evitably destroy. These concept draw-
ings show R/UDAT's proposal for the
sympathetic Interaction of natural geo-
graphic conditions with large-scale man-
made structures. Establishing clear
urban borders Will give form to the region
while containing the growth. The Rio
Salado River might be formed into a series
of lakes to provide recreation for the city
and as a setting for housing suitable for
the hot dry climate.
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Aerial Sketch
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Table of Contents
Introduction 6
What is a R/UDAT and why are
they here?
Context 10
Newport Beach
Historical Development of the Study
Area
— Recent Regional Trends
Beach Visitors
'6.
Problems
Access and Circulation
Intensity of Development
Need for Action
Goals
Proposals/Recommendations
Introduction
Intensity of Development
Transportation
Mix Master
McFadden Square
Cannery Village
Hotel Site Opportunity
Lido Peninsula
Marina Park
Strategies of Implementation
Introduction
Public Sector Strategies
Private Sector Strategies
The R/UDAT Team
The Team
The Students
Team Resumes
Sponsors and Financial Support
Steering Committee
Orange County Chapter AIA
Support Staff
Persons Interviewed
City Officials
Planning Commission
20
26
52
.s
I� 3
The R/UDAT team was in Newport Beach June 10 - June 13, 1983 to study an area
known as Cannery Village/McFadden Square. These two small sub -areas in the
older, beach -oriented part of town are manifesting problems of traffic and
parking, adverse impact of tourists and visitors in summer, pressures for
redevelopment, restrictive zoning, scarcity of land, and lack of an overall
coordinated plan for the area.
After receiving information and testimony from City Council members and
officials, from local professionals and resident associations, and a variety
of interested groups and individuals, the R/UDAT Team determined on a
multi -pronged set of recommendations which included the following:
1. Visual and design sketches and historic imagery to encourage upgrading of
the target areas;
2. A traffic and parking management plan;
3. A fiscal strategy for increasing city revenues in order to encourage
greater city expenditures on infrastructure and upgrading of public areas;
4. Suggestions for planning and design approaches to major areas outside the
target area;
5. Implementation strategies to outline how the recommendations could be
implemented politically and economically over the next few years.
The R/UDAT Team developed this report and presented their major findings to
the City -Council with a slide presentation and discussion.
11
P
41
What is a R/UDAT and why are they here?
The Urban Planning and Design committee of the American Institute of
Architects (AIA) has been sending Urban Design Assistance Teams to various
American cities since 1967.
The Newport Beach Team is the 85th such team to be invited area to deal with
environmental and urban problems which range in scale from a region to a small
town, and in type from recreational areas to public policy and implementation
methods.
AIA receives the community's request for assistance, then selects
professionals for their expertise in the specific disciplines which have been
deemed necessary to respond to the particular problems of the community. The
members of the team receive no compensation for their services. Furthermore,
they agree prior to the visit that they will not accept any commissions or
consulting work which might result from this office.
The visit is a four -day, labor-intensive process in which the members must
quickly assimilate facts, evaluate the existing situation and arrive at a plan
of action. The format of the visit consists of air, automobile and bus tours
to determine the visual situation at first hand; community meetings and
interviews to generate user input and to build community support;
brainstorming sessions to determine a direction and to develop implementable
solutions; and finally, the presentation of recommendations to the community.
R/UDAT studies characteristically produce implementable solutions. This means
a proposal which can be accomplished for a reasonable cost, which can be
executed legally, and which satisfies the community enough to support it in
the long term.
In mid -December of 1982, William E. Blurock FAIA, Architect, of Newport Beach,
then Chairman of the National AIA Design Committee, contacted Tom Moon FAIA,
President of the Orange County Chapter, of the AIA and planted the seed for
initiating the R/UDAT process. The proposal was born out of a deep concern to
take a fresh and unbiased look and a desire to sift through the many entangled
constraints and opportunities of a community without a real sense of
direction. It was an opportunity to solidify the community behind a solid
course of action.
7
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The Orange County Chapter, Board of Directors quickly seized -upon the idea as
a way to provide. a unique 'service to help the city deal'with mounting
pressures and issues without sacrificing its unique environmental qualities.
The recommendation was presented to the city for its consideration.
on* January 6, 1983, the Planning Commission was requested to recommend that
City Council participate with the AIA in bringing a Regional/Urban Design
Assistance Team (R/UDAT) to the Newport Pier area. City Council was asked to
explore the feasibility of sharing their expenses with businesses and
individuals willing to participate. The motion was carried unanimously.
A letter was sent to the National R/UDAT representative, Ronald B. Kull AIA,
describing Newport Beach's situation and the kinds of assistance being
requested. On January 24, 1983, the concept was approved by City Council and
an Ad Hoc Steering Committee was founded. The committee was established for
the purpose of assisting in identifying an area of influence to be studied by
the R/UDAT team. In addition to the Steering Committee, City officials and
employees, local community leaders and special interest groups were contacted
to stimulate enthusiasm for the study. A budget was established for the study
and a.formal application for the R/UDAT visit was made. Secure in the support
of the City, the Steering Committee utilized a national AIA slide program to
spread the word about the R/UDAT process, and found enthusiastic support for
the program with pledges of funding and services from community leaders, city
staff, students, residents and AIA chapter members:
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Context
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Newport Beach
Newport Beach, an Orange County community of 65,00b, is located 45 miles south
of Los Angeles on the Pacific Coast. The town is blessed with two
extraordinary natural assets:
* A beautiful five mile white sand beach, a magnet for an average of
10,000,000 sunbathers, swimmers, surfers and other visitors per year. The
beach is Southern California's second most important visitor attraction;
the first, of course, is Disneyland, just a few miles away in Anaheim.
* A bay, regarded as one of the world's finest sailing spots, which provides
moorage and, at waterside facilities, dock space for over 9,000 pleasure
craft. A lasting impression of the community is formed as one first sees
these thousands of sail boats from land, sea or air.
McFADIT"
COMMERCIAL A
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Land Use
11
These water assets bound the three mile long Balboa Peninsula portion of
Newport Beach. The base of the peninsula is the commercial district the
R/UDAT Team was asked to evaluate. The study area, really two distinct
zones divided by the conjunction of the Peninsula's principal thoroughfares,
Newport Boulevard and Balboa Boulevard, is the oldest part of Newport Beach:
* McFadden Square, on the ocean side, is now a small but regionally
important nightclub district, the point at which the heavily used fishing
pier joins the land, and the place where the famous and hardy men of the
dory fleet sell their daily catch of bottom fish.
The Square area also provides about 35 visitor serving facilites, such as ice
cream, sandwich, and cold drink shops as well as souvenir stores, places to
rent skates and bicycles, and stores selling items to the thousands of
surfers who chase waves - in the morning - at one of the populated stretches
of beach in sunny California.
According to many citizens who spoke before the R/ODAT Team, McFadden Square
is a big problem: Crime, vandalism, hooligans, youth hanging out, dirty,
unsafe and, well, a thumb in the eye of civic pride.
Cannery Village, on the bay side, is remarkably diverse, but compared to
McFadden Square much less visited commercial district. Though there are
a few residences in this compact 10 blocks area, it is most notable for
the small scale and charm of the forty year old industrial buildings,
many of which have been converted to restaurants, antique stores and a
smattering of boutiques. Interspersed among these adaptations are the
remnants of the commercial fishing industry, ships' hardware, riggers,
and the like - which, too, have adapted to the times and primarily serve
the needs of pleasure boaters. In all there are about 60 commercial
establishments in Cannery Village; about 40% of them are marine related.
Property owners and citizens who spoke before the R/UDAT Team expressed
concern that public investment in the area was scant. They criticized
unpaved alleys, street flooding and inadequate parking. They, too, are
concerned that pressure to develop the area - as evidenced by extremely
high land values and rapidly rising rents - would result in intensive
development and thus compromise the character of Cannery Village.
12
Historical Development of the Study Area
McFadden Square was established by James McFadden in the late 19th century and
is the earliest settlement and historical nucleus of what is now Newport
Beach. The Newport Pier, completed in 1889, and the completion of a.railroad
connection from the pier to Santa Ana, 1891, set the stage for the development
of the current community. "
The railroad was primarily built to receive and transport goods from large
ocean-going freighters. The rails also carried passengers from Santa Ana.
People began coming to Newport for recreation. Nearby parcels were leased for
beach cottages and around the square shops and two hotels were built. In
1890, Los Angeles won a battle for Federal harbour improvement funds. The
McFadden's soon sold the pier, ending Newport Beach's brief role as a
commercial shipping center. The recreational uses flourished and got a big
boost in 1905 when the Pacific Electric Railroad was extended to Newport from
Los Angeles.
The famous "Red Car" brought a new stream of vacationers to McFadden Square.
The peninsula, then a low, largely empty sandspit, was subdivided into the
small 20 by 85 feet lots that give the residential neighborhoods near the
study area their special character. Many of the small wood frame houses built
in the early years as vacation homes remain today.
Cannery Village
what is today called Cannery Village grew from the establishment of a
boat -yard on the bayside of McFadden Square in 1926. The harbour was dredged
in the thirties and the channel now known as the Rhine was created. By the
late thirties the commercial fishing fleet had secured a strong foot -hold on
the west side of the Rhine and three canneries were operating on the docks.
Small marine industrial uses such as machine shops, sail lofts, and rigging
yards were established a block or so from the bulkhead.
During the war, twenty mine sweepers and many additional navy craft were built
by local boatyards. On the east side of the Rhine on the empty Lido
Peninsula, the Navy set up a boatyard.
13
By the late fifties, an increasing scarcity of fish and the small scale of the
cannery operations precipitated a decline in profits in the fishing industry.
The last cannery on the Rhine closed in the late sixties.
The increasing recreational importance of Newport Beach and the decline of
commercial fishing has resulted in the mix of smaller commercial uses blended
with older small industrial uses, residences, exclusive restaurants, small
shops and professional offices.
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Recent Regional Trends
Historically a largely bedroom community; Newport Beach was permanently and
dramatically changed by two events in the 1960's, both brought about by the
Irvine Corporation which owned 90,000 acres in Orange County. The first was
the donation of 1,000 acres to the State of California for the University of
California at Irvine, which now has 11,000 students, many of which live on
the Peninsula.
Second, was the construction by the Irvine Company of Eastbluff, one of the
nation's first planned communities, on the bluffs above Upper Newport Bay to
provide housing for 4,400 people.
In the 1960's manufacturing firms moved south from Los Angeles and-, in the
1970's major corporations and professional firms joined the ranks of Orange
County employers. Between 1970 and 1980, employment in Orange County doubled
and by 1978, new jobs, at the rate of 63,000 per year were being created and
the character of the county changed from bedroom suburb to an urban
conglomeration focused on Newport Center which contains 4,000,000 square feet
of commercial space, and the Orange County (John Wayne) Airport.
Many of the new employees in the area are young professionals, many single,
and they often move to Orange County both for their job and to seek
moderately high density housing with substantial amenities. This market
opportunity is available to developers on the peninsula, should an adequate
site with suitable zoning be made available.
As the population of Newport Beach and Orange County increased, there was
very little investment in the housing stock on the peninsula. The peninsula
was built out by 1960, and population approached its present level of 6,200.
Small lot sizes and rising property values made the assembly of suitable
development sites nearly impossible. Then, in the early 1970's, two
high-rise apartment buildings - 11 and 9 stories - were built on the
peninsula, near Cannery village.
15
The city's response was to amend the zoning ordinance so as to preclude
additional high-rise construction on the peninsula. Regulations were adopted
that made substantial rehabilitation of housing economically infeasible.
Since then, city departments have been strictly interpreting these regulations
and have, in effect, stopped housing investment in the peninsula.
During the 1970's, however, because of the demand for housing in the area, and
the presence of a stable pool of renters - the students - housing prices on
the peninsula have gone through the roof.
interviews by team members developed the information that residential property
two blocks from the water is being offered at $67 per square foot or over
$170,000 for 30 by 85 foot lots. To build a new 2,200 square foot house would
cost about $200,000. Thus, to create a new single family home on a standard
peninsula lot would require an investment in the range of $370,000.
Many citizens suggested that the peninsula is becoming more of a year-round
residential community. This may well be the case yet, according to the most
recent data on the peninsula's population, the 1980 Census, two-thirds of the
2,900 dwelling units on the peninsula are renter occupied. What's more,
one-third of the peninsula's residents are males, between 19 and 34 years of
age and less than 30 percent of the households on the peninsula are families
with husband and wife living together. The citizens who spoke to the RJODAT
team expressed a strong desire to preserve and enhance a family atmosphere.
One the surest ways to do that in America is to create home ownership
opportunities for families. Given land costs on the peninsula, significant
home ownership opportunities will be made available when high land costs can
be allocated among more than one dwelling unit per traditional lot.
16
Beach Visitors
Many persons the R/UDAT interviewed- spoke of the McFadden Square - Newport
Pier area with a mixture of dismay and alarm. They mentioned an undesirable
element and spoke of the incidence of crime in the area.
Quite plainly many persons perceive the McFadden Square milieu to be
intimidating. So one of the key questions is: How intimidating is the
McFadden Square environment? In an effort to get some sense of the
atmosphere of McFadden Square, members of the team observed it at various
times during the day. As the accompanying charts show, the volume of beach
visitors is high. By day the beach visitors are perceived by some as
riff-raff and surf bums. During the day, dress customs on the beach are, as
you might expect, quite casual. Perhaps this casual appearance of the beach
visitors disturbs some people.
Some team membrs spent from 10:30 p.m. to 12:45 a.m. of a mild June Saturday
evening walking in the area and talking with visitors, bar owners and police
officers. On that occasion McFadden Square was orderly and calm. The
visitors were mostly couples in their twenties who were drawn to the bars
that provide music for their patrons. Team members endeavored to secure
opinions with respect to how typical the population of McFadden Square was
that evening. Those opinions varied from "typical" to "rather quiet". The
team members were inclined to conclude that while evenings such as the one we
observed may be common, the potential for larger and more unruly groups of
people plainly exists. The presence of very physically fit young men as
employees of the bars in the area demonstrates that trouble is not an unknown
visitor. But it also contributes to the overall security of the area which
is primarily secured by the plain presence of uniformed police officers. on
balance, the team concluded that McFadden Square, even at night, is not a
dangerous or even intimidating urban space. The presence of casually dressed
I,
young couples establishes that the area does not have a reputation among its
natural clientele as unsafe. Strict enforcement by the police of the
prohibition of the public consumption of alcoholic beverages makes a
significant contribution to public order as does the absence of "adult
entertainment" uses. We have earlier used the term "urban space" advisably.
McFadden Square is a urban space that provides bars and lounges with music
that attracts young people. It is a kind of urban amenity which must be
permitted somewhere and its presence in McFadden Square is not inappropriate.
While McFadden Square is not currently an attraction for middle -age
mid -western tourists, or even for the more affluent members of the Newport
Beach Community, a program of public improvements in the area will lead to
increased private investment which may result in the area becoming attractive
to a wider range of people.
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19
Problems
Access and Circulation
Access to Balboa Peninsula is by two roads - Balboa and Newport Boulevards -
and a small three-car/three boat ferry running between the peninsula and
Balboa Island. The two boulevards join near McFadden Square in a complicated
intersection dubbed for this study "Mix -Master".
The existing system adequately serves the existing local resident population
(approximately 6,000) and a moderate number of day visitors. Sunny summer
weekends however, bring an average of 40,000 visitors per day to the beach.
on holiday weekends this figure can exceed 60,000.
Visitor traffic enters along Newport Boulevard and looks for beach -accessible
parking in and around McFadden Square. Cars that travel to the end of the
peninsula in search of beach access are forced to turn back. Although beach
arrivals are staggered, visitors often tend to leave at the same time of day,
and heavy traffic, noise emissions and traffic jams occur.
20
on busy days, emergency vehicle access to points along the peninsula is
seriously impeded. Businesses suffer from the lack of customer parking,
especially on days of heavy beach visitor traffic. Newport Beach police are
empowered to restrict access to the peninsula during these situations and
direct traffic off the Peninsula.
The construction of additional parking is hindered by the lack of affordable
beach -accessible land, and by the difficulties of below -ground construction
(high water table). The City is reluctant to increase parking rates on
existing lots and streets because of the adverse impact on residents. City
zoning requirements for new construction ensure that parking accompanies new
developments. However, high land costs, small parcels, restrictive zoning,
and high construction costs make this an unattractive proposition to small
scale developers and rehabilitators.
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21
The Intensity of Development
The type and intensity of municipal land use are prominent among the
multitude of characteristics whose interplay determines the nature of a
community. The citizenry of Newport Beach seems keenly aware of this
relationship and, consequently, quite interested and involved in the local
zoning process. This interest applies both to the creation and adoption of
the zoning ordinance and to the manner in which the City Staff and Planning
Commission apply it in specific circumstances.
The testimony which was presented to the R/ODAT team concerning land -use
issues reflected the full variety of interests and perspectives involved.
While a certain polarity around "pro-growth":"anti-growth" certainly exists,
and while issues can align to an extent in favor of the year-round peninsula
resident versus the tourist, personal position statements were never strictly
one-sided. Rather, each individual we spoke with balanced these issues and
many others in describing his or her own philosophy on the direction for
future development on Balboa Peninsula.
The R/UDAT Team identified the following as the principal impacts on future
land use decisions affecting the Balboa Peninsula (not necessary in order of
priority) .
1. Preservation of a satisfactory quality of life standard for the
year-round residents of Balboa Peninsula and the rest of Newport Beach.
2. Maintenance of public access to the beaches and the bay_
3. Preservation of the sensitive natural ecology of the peninsula.
We also noted certain trends which are influencing the way people perceive
the issues listed above:
1. While traffic has been congested and parking spaces besieged on sunny
summer weekends for years (perhaps decades), there is a widespread belief
that these vehicular problems are steadily worsening and that the
"community" must identify and implement remedial actions.
22
2. While property values have been relatively strong on the peninsula for
many years, during the mid to late 1970's the value of this real estate
appreciated tremendously. The extraordinarily high property values make
conventional approaches to real estate market investment inappropriate.
Thus, the market is unpredictable and public policy relating to it is
difficult to fashion.
3. While approximately two-thirds of the residents of the peninsula are
renters (by U.S. Census of 1980), there is a local concensus that the
number of permanent, full-time residents is steadily increasing. These
residents have a series of concerns about growth in the "tourist" trade -
the traffic congestion and trash it generates, vandalism and crime for
which some perceive transients responsible; and the fear that
neighborhood -oriented retail and service establishments will be displaced
by tourist -oriented business.
Somewhat paradoxically, one of the R/UDAT Team's strongest impressions is
of what's missing - in this case the void represented by the absence of
any city-wide concensus on these issues. This lack of community "will"
is reflected in the passivity with which Newport Beach has always
accepted the annual tourist influx. The harbor and the beaches are
certainly freely accessible. However, the red carpet is definitely not
being rolled out. This is not to belittle what the City spends to
maintain its waterfront or any other of the special expenditures which
are necessitated by tourism. Of course, tourism also brings in revenue
from various sources. Rather, it is simply a recognition tha this
ambivalence of community attitude is reflected in the image which Newport
Beach presents and the public facilities which it provides to its
visitors. Hopefully this report will prove a useful step for the
community in achieving an improved. understanding of these issues as a
foundation for More unified action.
a
23
h _
Need for Action
The Cannery Village - McFadden Square area is a recreational destination for
an estimated to million visitors a year who come to swim, surf, sun and fish.
Unless public investment in the study area is used to keep the infrastructure
in repair and to stimulate responsible private investment, transient tourist
volume will steadily erode the quality of the environment. In that event,
property values will slowly decline and the area will lose some of its
appeal.
Given current land values in Newport Beach which dictate relatively intense
development or none at all, and given the city's restrictive zoning policies,
substantial new development or rehabilitation is unlikely to take place in the
study area without public sector initiatives. The action that is called for
is a series of public sector funding initiatives to pave the way for sensitive
and responsible development by the private sector. Some suggestions on
projects are described in the next chapter. The concluding chapter suggests
some public and private initiatives which can help start a steady flow of
investment in the historic core of Newport Beach.
24
Goals
The purpose of formulating some conceptual goals is twofold. In the first
place, these serve as the organizing principles for selection and definition
of a solution to the problems as they are outlined above. In the second
place, these conceptual objectives serve as the point of departure for the
recommendations and proposals for action that follow. The proposals
represent means of achieving these goals or desirable end -states for the City
of Newport Beach.
1. ACCOMMODATE REGIONAL ACCESS TO BEACH WHILE REDUCING IMPACT ON RESIDENTIAL
AREAS AND IMPROVING THE PHYSICAL ENVIRONMENT.
The regional population's requirement for beach access has always affected
Newport Beach and is unlikely to decrease. The vehicular and pedestrian
visitor traffic must continue to be accommodated. However, as the permanent
and stable element of the local population grows, the impact of the ebb and
flow of regional traffic increases. This impact must be managed in an
effective and aesthetic fashion.
2. CAPITALIZE ON AMENTITIES AND IDENTITY SYMBOLS OF THE AREA TO GUIDE URBAN
DESIGN AND REDEVELOPMENT.
The study area incorporates and relates to strong points of historical
identity of the city. Current planning and urban development only respect or
acknowledge city heritage in a piecemeal way. Planned and systematic use of
historical elements to guide redevelopment encourages community identity,
generates tourist interest and increases the overall aesthetic potential of
the beach -front.
3. ENCOURAGE PUBLIC FINANCING OF CAPTIAL IMPROVEMENTS TO PRESERVE CHARACTER
AND DIVERSITY OF NEIGHBORHOODS.
Public funds expended on landscaping materials, street drainage, cleaning and
maintenance, and on regulating the maintenance and refurbishing of
privately -owned property will result in overall environmental improvement
while preserving existing neighborhood character_
4. CONTROL AND MANAGE INCREASE IN RESIDENTIAL USES AND CHANGES IN WATERFRONT
LAND -USE: ENSURE,THESE ARE INTEGRATED WITH COMMERCIAL LAND -USES.
The study area currently has the amenities of small scale mixed use. Most
local people are reluctant to lose this environmental quality and texture
which does not occur in other parts of the city. Responsibility to control
and manage the preservation and regeneration of this kind or urban texture
lies with the citizenry through their elected officials.
5. ATTRACT RESIDENTIAL AND SMALL-SCALE COMMERCIAL/INDUSTRIAL INFILL LAND
USES, WATER -RELATED IF POSSIBLE, TO THE AREA.
Redevelopment pressures exist for more intense land -use which are 'currently
being held at bay be demanding zoning requirements and lengthy approval
processes. Small-scale, clean, water -related uses to meet the needs of
visitors as well as of the permanent residents can increase city revenues
while improving the environmental aesthetic and maintaining the texture and
quality of the area.
27
Proposals and Recommendations
The proposals and recommendations that follow deal explicily with level of
development, circulation, a number of key development projects, and
implementation. None of these areas of concern are independent of one
another. However, by focusing on each, the interrelationships become more
clear.
The team has dealt in specific detail on seven selected development examples.
our analysis indicates that high quality development can be made possible
using existing zoning or with slight modifications. For example, the hotel
prototype illustrates how city actions can contribute to the assembly of
suitable sites which would permit investors to capture a new and emerging
market opportunity. The market would not be out of place with the quality or
scale of development on the Peninsula and the visitors attracted by such a
development would contribute substantially to the economic vitality of
Newport Beach.
A second example, McFadden square, embodies a central urban design concept
used to:
1. Provide a destination at a critical visitor terminus along the
circulation spine.
2. Establish a transverse pedestrian axis from bay to pier.
The accompanying illustration of the streetscape along Main Street at the
landmark Balboa Pavilion provides an image of a replicable streetscape model
with closely spaced canopy trees reinforcing a pedestrian axis.
The seven selected development examples are by no means exhaustive of the
potential within the tudy area. They are key sites and illustrate clearly:
1. The need for the community to recognize and accept the impact of the
tourist on the transportation system.
2. The need as well as the opportunity for the community to invest in the
public infrastructure.
28
Other sites not specifically analyzed, that lend themselves to high quality
development potential, should they be assembled, include:
* Smith's Market Area
* The South Frontage of McFadden Square*
* Delaney's Market Areas
* The South Coast Shipyard Area
* The Old E1 Rancho Market Property
Each of these other sites are currently assembled to an adequate size,
significantly under-utilized, or strategically located within the area wide
development.concept to represent additional development opportunities.
E1 Rancho Market
South Frontage of
McFadden Sq.
South Coast Shipyard
OeLaney's Market
Smiths Market
I I
Other Significant
Development Potentials
Balboa Pavilion, a Streetscape Model 29
INTENSITY OF DEVELOPMENT
The R/UDAT Team finds no reason to recommend wholesale changes to the Newport
Beach Zoning Ordinance or proposed Specific Area Plan as they relate to the
study area. Virtually the entire Balboa Peninsula is under the jurisdiction
of the California Coastal Commission which imposes a range of environmental
policies on the municipality. The Land Use Plan of Newport Beach's Local
Coastal Program has been laboriously prepared, submitted, negotiated,
revised, resubmitted and finally approved by the State. We generally concur
with the policy required under this legislation and feel that the City's Plan
is a well -tailored, professional response.
We considered the current and proposed land use districts and densities for
both the McFadden Square/Cannery village Target Area and, in less detail, the
entire Balboa Peninsula. Among our conclusions are the following:
1. Residential Development: Density of Current Zoning
Testimony to the effect that existing zoning would permit a significant
expansion of resident population on Balboa Peninsula was determined to be
unfounded. The residential zones are predominately developed to the
extent allowed in the applicable zone. In fact, the City's projection of
the total build -out to the maximum permitted in each residential zone
shows a net increase in dwelling units of only 33 under that scenario.
Given the fact of relatively high housing costs (even for Orange County)
and the likelihood of the Route 55 extension to Newport Beach in the
foreseeable future, our expectation is for thinning of housing density in
the older residential neighborhoods on Balboa Peninsula. So long as the
city takes appropriate actions over time to maintain a high quality of
life there, the market forces should continue to induce the de -conversion
of duplex units to single-family homes in sufficient numbers to offset
construction or subdividing on the few remaining parcels. Since the
original plotted lots are some small (typically 25' x 95' for a duplex)
and the existing housing stock so dense, this marginal thinning will have
a positive effect.
MEI
2. Residential Reconstruction
Other testimony contended that the zoning ordinance discourages demolition
of dilapidated non -conforming residential units (typically duplexes in R-2
zones) and reconstruction of same on site because modern set -back, bulk
and off-street parking requirements make such reconstruction uneconomical.
Our analysis indicates that such reconstruction would, in fact, require
the replacement duplex to conform to a typical first floor unit of 1,035
square feet and a second floor unit of some 1,500 square feet. We were
not able to establish what price such units could be expected to bring in
an arm's length transaction at a given site, so we cannot measure the
financial feasibility.
Elsewhere in this report we recommend active City government participation
in providing off-street parking. if this were in place, we believe
residential owners/developers should have the right to pay an in -lieu fee
for parking off -site in spaces which the City would create. However,
while we think it would be reasonable for the City to waive or reduce the
off-street parking requirement in such cases we do not recommend any
change in the set -back standards. These are absolutely necessary in such
density -built neighborhoods. In any event, of course, the team members
did not witness much evidence of housing dilapidation in Newport Beach, so
presumably any owner attempting to demolish in order to construct a new
duplex would already own a larger, non -conforming house which would be
suitable for rehabilitation.
3. -High Density Housing - Lido Peninsula
As an illustrative departure from the conservative residential density
pattern on Balboa Peninsula, the team recommends high -density (25-30
du/acre) planned community zoning for the Lido Peninsula. This is
dictated by three factors: the attractiveness of the site as a buffered
community and the beneficial impact its development would have on the
Harbor, the less than optimal current residential use (mobile home park)
and the financial return to the City from a project of this magnitude.
31
The City could use the density "bonus" as leverage with which to
negotiate with the developer for necessary alterations in the proposed
plan. These might include provision of affordable housing, retention of
sight lines, public access to the harbor and waterfront recreation, etc.
4. Commercial Development: Density of Current Zoning
Many Newport Beach residents are apprehensive about the rate of
commercial growth on the Balboa Peninsula. The City Planning
Department's trend model for all sectors of commercial development yields
an increase of 25% by 1995 (approximately 260,000 square feet). Even
though commercial zones are assigned an FAR of 2.0, the requirements for
off-street parking and various setbacks make development in excess of
1.25 virtually impossible. Accordingly, we believe the actual trend
would be to less growth than projected. The current market for
commercial space in the target area is not particularly strong.
Vacancies dot the Cannery Village and Newport Boulevard area. New,
attractive offices in the study area are taking upwards of one year to
lease and are being offered at discounted prices. Sales of commercial
buildings are uncommon during the past two years (a total of five sales
reported in Cannery Village) and prices have been relatively flat for
longer than that. If concern is warranted, it is not over the fear of
commercial uses sweeping through the Peninsula at maximum density;
rather, it should focus on the failure of the commercial marketplace to
demand the space that is available.
We understand that the implementing ordinance to the Local Coastal
Program may well decrease the allowable FAR by at least 50% in areas
under the Coastal Commission's jurisdiction. For reasons outlined above
we do not consider this a dramatic or unwarranted down zoning of
commercial space. We do recommend that the City reserve the discretion
to approve a FAR of 2.0 in the event a developer agrees to provide public
amenities, a suitable mixture of uses, sight lines, etc. If the City
were in a position to provide parking then an FAR of 2.0 would be
achievable and would constitute real leverage which the City could
utilize for the public good.
32 1.
II
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11
5. Commercial Projects: Cannery Village and Marina Park
Similar to the residential concept supporting Lido Peninsula, we believe
the City should identify development opportunities for commercial projects
which would expand the market on the Balboa Peninsula while providing a
high financial return to the City. The City should use this financial
capacity to carry out capital improvement projects on the Peninsula, thus
making reinforcing investment. The hotel/restaurant at Cannery Village
and the marinas/restaurant at Marina Park are illustrative of this
concept.
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33
Transportation
In its search for transportation solutions the team explored a number of
conceptual alternatives for providing access for the large number of weekend
beach visitors while reducing the impact of their vehicles. In doing so, the
team reviewed the remote lot shuttle bus scheme currently being studied by a
consultant to the City. That study assumes approximately 45,000 visitors
arrive on an average summer weekend day. They also assumed an average car
occupancy of 3, and a three daily visitor turn over. This means that
approximately 5,000 parking spaces are required on the peninsula to
accommodate the visitors. The consultant estimates that about one thousand of
those spaces are available on the peninsula.
Alternative 1
Supply additional parking on the Peninsula. A scheme that involved use of the
existing right or way of Newport and Balboa Boulevards was explored. It was
estimated that the parking supply along the street could be expanded by about
2.5%. However, this scheme was not considered viable because of the high cost
of providing a relatively small amount of additional parking.
Alternative 2
Vaporetti. etti. A water borne bus system was considered as a means for moving
visitors between remote parking and the Peninsula. Two parking sites were
proposed. One was on the County parking lot and the CalTrans property near
Hoag Memorial Hospital. The other was at the intersection of Dover Drive and
the West Coast Highway. Piers were proposed at McFadden Square and the Balboa
commercial areas. The system was tested with 40-100 and 200 passenger boats.
While the system was consistent with Newport Beach orientation toward water
and its recreational flavor, it could accommodate only a third of the
estimated 36,000 people who could not find legal parking on the Peninsula. In
addition, the estimated cost of operating the larger boats was not reasonable.
This alternative also assumed a substantial increase in on -peninsula parking
rates and a restriction on visitor access to the Peninsula during peak
periods.
34
Alternative 3
Shuttle Bus. The consultant's proposal for an electric trolly bus was also
evaluated. The bus would travel from the CalTrans parking lot `tb McFadden
Square and then to the Balboa Shopping District. The cost of this system was
not estimated but it was determined that it could accommodate the visitor
demand. This system was considered with a residential parking permit system'
and a substantial increase in Peninsula parking rates.
Alternative 4 '
Shuttle Bus/Vaporetto. 'A scheme combining a shuttle bus for peak demand and a
small' scale (40 passenger) Vaporetto to distribute people among the various
lower bay land points was evaluated. Both .systems appear to be workable and
affordable if implemented in conjunction with higher parking -rates on the
Peninsula and either a resident parking permit system or a limitation on
visitor access to the Peninsula on weekends.
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35
Mix Master
More efficient management of the traffic flow on Newport Boulevard must be a
central feature of any plan for the future of the Balboa Peninsula. The
outdated configuration of this primary entrance was never intended to carry
the loads it is called upon to handle when visitors come to the beach in the
summer. Even in off-peak times several chaotic elements cause unnecessary
delays and confusion. A series of roadway improvements from the Arches
Bridge to McFadden Square are needed. They are;
Arches Bridge
It is proposed to construct a major parking facility at the CalTrans property
at the Arches Bridge as the major point of entry for visitors. With this
parking capacity, the visitor's entrance to the peninsula can be restricted
to the use of a shuttle system.
West Bay Bridge
The current bridge over the bay should be reconstructed to increase its
capacity at the critical entry point to the peninsula. It is recommended
that a grade separated crossing be established at the time of the bridge
reconstruction to facilitate access to Via Lido without the current
bottleneck at the signal.
Newport Boulevard Widening
The small island of private land which splits Newport Boulevard at 30th
Street severely restricts the capacity of Newport Boulevard. By acquiring
this center island, the boulevard could be widened. In addition, significant
land space opportunities emerge along the street including a center median
and generous sidewalks. Excess right of way provides the possibility of
additional landscape, more parking and the possibility of off-street
assemblage of new development sites.
36
The intersection bf Newport. and Balboa Boulevards is confusing to residents and
visitors alike. This chaotic configuration which extends from the junction of
the two boulevards at' 26th Street to McFadden Square property restricts
movement, inhibits exit from the peninsula, forces traffic onto the eastern
leg of Balboa Boulevard -and impacts circulation from the McFadden Square
parking lot.
J
37
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I
McFadden Square
McFadden Square is the heart of the Balboa Peninsula. Historically, the
Square was the access point for goods and visitors arriving by sea and docking
at the adjacent Newport pier. In 1905, the "Red Car" linked McFadden Square
to Los Angeles by interurban rail line. True to its historical roots, the
Square is still the main arrival and departure point for beach visitors on
Balboa Peninsula.
Recognizing the pivotal role of McFadden Square in the traffic system for the
peninsula, it is apparent that its circulation and parking problems have
severely impacted on the quality of life of the residents and visitors. Two
distinct problems are evident:
1. Accommodation of a wide variation in number of vehicles entering the
peninsula depending on season and day of the week.
2. Adverse environmental impact on McFadden Square resulting from lack of
visual interest, lack of focus for activities and heavy vehicular use.
We propose that the number of vehicles having access to the Square be reduced.
A remote parking facility on the CalTrans Properties should be provided as
well as additional parking lots along the commercial corridors. Police
surveillance and controls should be established to direct traffic to the
remote parking facility on crowded days.
The revised circulation and parking plan provides clearly defined routes for
access to the Square, the East end of the Peninsula, and return routes to
Newport Boulevard and West Balboa Boulevard. Specific areas in McFadden
Square are designated as bus drop-off and pedestrian crosswalks. The majority
of parking spaces previously located within the Square have been relocated to
the median between Newport Boulevard and West Balboa Boulevard.
39
In order that McFadden Square become more of an amenity of the community, it
is recommended that a Red Line trolly car be erected in the Square, that the
area be redefined as a plaza with historical elements commemorating the ,
McFadden brothers, that the public toilets be moved, and that a gate or
barrier be installed to control access to beachfront parking.
40
-*.�,'; lt�l
Cannery Village
Cannery Village is a unique amalgam of distinct types and ages of built form
and diverse land uses which create the essence of a very special place on the
peninsula. It's boundaries are clearly established by the Rhine and two major
streets --Newport Boulevard and 32nd Street.
Within these blocks is an array of retail, restaurant, professional,
maritime/recreational, light manufacturing, service, office and residential
properties. Taken individually, these buildings are not generally
architecturally exceptional. However, collectively they comprise an
environment which is quite charming and interesting, especially to the
pedestrian.
The neighborhood is currently threatened by highly escalated land values, a
competition for available lots between surface parking and primary user space,
a transition from marine industry to more conventional commercial'land uses, a
proliferation of tiny lots under separate ownerships, and a general absence of
streetscape amenities.
The City can and should take the lead in improving the street environment in
the Cannery Village district, first by improving street drainage and
appearance. This should be accompanied by a concerted program of landscaping
--both trees and groundcover--along primary pedestrian routes (example: along
Villa Way from the proposed parking structure behind City Hall toward the
proposed waterfront hotel at 28th Street and Newport Boulevard) to create
passive, landscaped oases in intimate outdoor spaces near restaurants or where
good views are available, and to introduce special parking benches and
lighting at such nodes and/or along important paths. In other cities, private
business associations in the target district have been created to facilitate
such improvements and to contribute to their funding.
43
11
11
II
I
11
11
The success of a specialty retail district depends in part on achieving a
critical density and variety. Recent land -use changes toward office and
restaurant and away from retail illustrate the current market strength of
these uses in Cannery Village. However, the village should have its vacant
or underutilized land developed in order to prosper. Many of these interior
lots are currently used for employee or shopper parking.
We recommend that parking be created on the periphery of the village so that
the surface parking lots within can be turned to more productive use with
infill construction. Furthermore, the owners of individual lots should not
be required to provide off-street parking as is now the case under current
zoning. On the small lots (2,790 square feet) which predominate in the
village, the ground floor buildable area is virtually cut in half by the
zoning ordinance's parking and rear yard setback requirements. The ground
floor is critical to retail success in this district so owners must be
allowed to build as much space as possible. Zoning incentives will be
necessary to entice appropriate users into the district.
We recommend the encouragement of mixed use development in the area. The --
introduction of residential units, in particular, will help to stabilize the
district of a 24-hour basis while adding relatively little to the total
parking demand. The hotel proposed for the eastern boundary of the village
will provide further purchasing power to support its retail base.
I
45
Cannery Village
Hotel Site Opportunity
A feasible hotel project site has been identified that illustrates how a high
quality type of development might result from active city participation in
programs to improve circulation on Newport Boulevard.
We propose a widening of Newport Boulevard to accomplish a number of
important objectives. These are:
Circulation: By eliminating the one-way couplet between 26th Street and 30th
Street, the central circulation spine of the peninsula is simplified and
traffic conflicts reduced. Secondly, 28th Street is reconfigured to provide
the major southern entrance to the Cannery Village.
Land Use and Utilization. While the boulevard widening requires land
acquisition, it provides opportunities to make beach use of the resulting
development parcels. Portions of the north -bound right-of-way of the couplet
can be combined with the adjacent privately held parcels to create a site for
a hotel and restaurant complex. This new development would provide an anchor
to the southern end of the Cannery Village and mark the boundary between the
small-scale character in the Cannery Village and the major land blocks that
face on the central parking reservoir between 26th Street and 21st Street.
The central portions of the excess right-of-way provide a much needed
off-street parking facility to serve the Cannery Village area.
Urban Design: We recommend landscape improvements to reinforce the central
circulation spine and to identify the boundary of a new public space.
Parkway planting and a planted median will provide a continuous tree canopy
that strengthens the recommended circulation. The evergreen canopy follows
the existing face of development to improve the quality of the pedestrian
environment and reinforce the enclosure provided by the building facades.
Planting in the public parking lot should contrast with the boundary
planting, utilizing informal clusters of palms to create an oasis in the
center of a new public space along the central spine.
46
Lido Peninsula
At the present time the Lido Peninsula is a melange of disparate uses,
including
a boat yard, a
restaurant, and
a trailer park. The peninsula
boundaries
are clearly defined by the Rhine
to the West, the Lido Channel to
the East,
and Newport Bay
to the South.
The only means of vehicular and
pedestrian
access is Lido
Park Drive.
Potentially, however, the Lido
Peninsula is one of the true
jewels of Newport Beach.
The clearly defined boundaries and singular access to the Lido Peninsula make
the use of the planned development technique particularly appropriate. The
concept of such a planned development should include a mixture of residential
units in conjunction with a marine repair yard and a yacht club/recreation
facility. Delaney's Restaurant would remain adjacent to the bridge with a
boardwalk promenade looping the perimeter of the peninsula. The general
public would have full access to the boardwalks for active and passive marine
uses.
The residential density should be established at 30 dwelling units per acre in
order to encourage redevelopment. Also, 100% of the residential parking
should be covered and to secure that objective, the height limit should permit
at least two, and perhaps two and one-half, levels of residential units above
parking on grade.
Relaxing density and height limitations would result in a marketable project
of approximately 600 residential units which would yield a substantial
increase in the tax base of the property. Higher density allowances would
also provide an appropriate mix of housing types for individuals and families
of a variety of income levels. This is particularly important in view of the
need to provide replacement housing for families of moderate income who would
be displaced from the existing mobile home park.
This type of full development would house residents to support the year-round
commercial facilities on the peninsula and elsewhere in Newport Beach.
Furthermore, the new yacht club and a quality, planned development would
create an exciting new visual focus at this end of Newport Bay.
48
Marina Park
The City of Newport Beach holds title to approximately 12 acres of land
between 18th Street and 15th street at the bay on the Balboa Peninsula which
is known as Marina Park. Presently, the site is occupied by 63 mobile homes,
municipal tennis courts, the American Legion Hall, municipal boat docks, and
bay front sand beaches. The mobile homes all have a three year lease which
terminates in 1985.
The existing use of the site does not serve the best interests of the City
from financial, aesthetic, or water resource management perspectives. To
more effectively promote those interests, the trailers should be removed
when the lease terminates, and the site should be redeveloped with water
oriented uses that will open up the site and generate more revenue.
Specifically, we recommend that the marine service use be expanded and more
income generating uses be established. The use of the site should include-
* A 7,000 square foot restaurant with a 1,000 square foot deck overlooking
the bay and adjacent parking for 100 cars.
* A storage lot for approximately 300 small trailered boats with an
adjacent public launching ramp and hoist.
* A repair and maintenance yard adjacent to the launching facilities.
* A community building in association with the existing American Legion and
Senior Citizen uses.
* A park in conjunction with the sand swimming beach.
50
These uses would'be consistent with the City's land use policy and California
Coastal Commission Directives, the proposed City alternate use study, and the
Tidelands Trust Agreement under which the city administers the property. Any
families that reside permanently in the trailer park would have to be
relocated to comply with the state relocation laws. The intensified marine
uses that are proposed will provide much needed facilities for the public and
will generate income for the City . The restaurant will activate the area
and provide additional income. The public recreational opportunities will be
significantly increased and a new vista to'the bay will be opened from Balboa
Boulevard. ;.
M4
1f.
51
Implementation Strategies
Introduction
The public sector has the primary responsibility for undertaking to correct
or eliminate the conditions that afflict the Cannery Village - McFadden
Square area because those conditions are largely a consequence of a history
of inadequate public expenditure that has persisted for many years. Persons
in the private Sector are likely to be frustrated in their efforts to act
independently of local government.
A combination of extraordinarily high land values and zoning ordinance
requirements deter private property owners from providing private investment
as a substitute for the failure of the public sector to deal effectively with
such problems as the poor supply of off-street parking and insufficient funds
to maintain the existing infra -structure in good repair. It is therefore
idle to hope that private investment will enhance the tax base sufficiently
to support increased public investment. Substantial private investment in
structures like the McFadden Building will continue to be the rare exception.
Therefore, an essential element of any implementation strategy must be the
provision of public capital in sufficient amounts to deal with public
problems that have their origin in the fact that each year there are over
ten million visitors to ocean beaches in Newport Beach. The effects of that
prodigious volume of visitors wash throughout the peninsula, but they are
concentrated in the Cannery Village - McFadden Square study area. It is
there that the task must begin with action by the public sector.
The preceding chapters have analyzed problems that the team perceives to
afflict the study area and have detailed specific actions that we recommend
be taken to eliminate or ameliorate those problems. This chapter contains
our suggestions for a strategy for the implementation of those proposals. we
see nine elements to that strategy, seven of which involve public sector
activity and the remaining two of which involve private or quasi -private
activity.
52
Public Sector Strategies
1. Designation of a Special Development Area
We propose that the Cannery Village - McFadden square study area should be
designated by the City as a Special Development Area on which the
resources and energies of the City will be focused. The Specific Area
Plan for which work commenced in 1977 and then lapsed should be completed.
$20,000 was allocated in the 1982-1983 Annual Budget for this purpose, but
work on the Specific Area Plan did not commence. Those funds should be
carried over into the coming fiscal year so that the Plan can be
completed. In addition, the Environmental Impact Report for the Cannery
Village - McFadden Square Plan, for which $12,000 has been ear -marked in
the preliminary 1983-84 budget, should be commenced.
Implementation of the proposed program will generate increased receipts
from the transient occupancy tax that will be attributable to
establishment within the Cannery Village - McFadden Square area. A base
year should be established and increases in those tax receipts over the
base year should be informally set aside through budgetary mechanisms to
be expended directly on capital expenditures within the area or to abate
the levy required to amortize any bonds that may have been issued to
defray the cost of public improvements in the area.
2. Use of Power of Eminent Domain
We propose that the City acquire the tracts of land identified in the
foregoing proposals through purchase or the exercise of the power of
eminent domain to expand or modify right-of-way, improve waterfront
access, enhance the taxable value of properties in the area, stimulate new
private investment, and eliminate the potentially blighting influences
that some of the more intensive uses may have.
53
Streetlight/ Signs
54
3. Allocate a Portion of the City's Annual Surplus to Capital Improvements
The City should allocate a portion of its recurrent annual budgetary
surplus to capital expenditures within the Cannery Village - McFadden
Square Area.
It does not appear that the Proposition 13 amendment to the California
Constitution (Art. 13A) has had a severe economic effect upon the
finances of the City of Newport Beach. Indeed, the successor initiative
which produced the Art. 13B limitations on public expenditures provided a
mechanism for the City to save for a rainy day. Art. 13B permits
municipalities that have a balance left in any fund at the end of the
fiscal year to "expend" such sums by transferring them to a reserve
account. That transfer qualifies as an expenditure under Article 13B
even though the dollars remain in the public till.
Newport Beach has used this exception to Art. 13B to provide a
substantial municipal nest egg. For the fiscal year ending June 30,
1983, the City has an estimated total Appropriation Reserve of $6,57-5,055
and an estimated Appropriation Reserve in the General Fund of $3,923,045.
(Source: 1983-84 Preliminary Annual Budget, page 21.)
A second index of the fiscal health of the City is the substantial
surplus that the City has enjoyed in each of the past three fiscal years.
7-1-83
Fy
Fund Balance
1980-81
16,169,150
1981-82
12,904,875
1982-83
14,230,840
(Source: 1980-81, 1981-82, and 1982-83 Annual Budgets. These are budget '
document figures and so are the City's estimates rather than final
amounts. The actual amounts may vary.)
The projected year-end surplus for the 1983-84 fiscal year is
$16,516,860. The projected total amount in the Appropriation Reserve for
the fiscal year ended June 30, 1984 is $6,099,765 and the projected
amount for the same period in the General Fund Appropriation Reserve is
$3,923,045.
(Source: 1983-84 Preliminary Annual Budget.)
The City's annual budgets show a steady and substantial excess of
revenues over expenditures.
FY
Revenues
Expenditures
Surplus
1978-79
$27,377,275
$21,045,930
$ 6,331,345
1979-80
30,647,566
23,107,054
7,540,512
1980-81
34,915,385
29,343,746
5,571,639
1981-82
41,595,161
31,500,077
9,094,484
1982-83
44,782,245
35,734,740
9,047,505
1983-84
50,529,630
36,126,340
14,403,290
(Source: Annual Budgets, 1980-81, 1981-82, 1982-83, and 1983-84. The
1982-83 and 1983-84 figures are budget estimates.)
So the City is fiscally able to provide annually substantial amounts of
public investment in support of the projects recommended in this report.
This does not mean that the City must expend the reserves that it has
accumulated. But there are surely limits to the amount of reserve funds
the City needs to feel itself financially secure and the City seems
implicitly to have recognized this limit because it proposes to decrease
the amount of the Appropriation Reserve in the coming fiscal year. Yet
the annual budget surplus is projected to continue.
1 Expenditures listed and surplus indicated are exclusive of capital
outlay. A surplus still exists after capital outlay expenditures.
55
If it is not possible to negotiate a purchase of the key tracts, then the
City will have to do so by its power of eminent domain. The City appears
to have ample statutory authority to condemn the private tracts that will
need to be acquired if the central features of the plan are to be
implemented.
In a general sense, California municipalities may acquire land through
the exercise of the power of eminent domain if the acquisition is for a
public purpose. The California courts have used notably broad standards
in determining whether particular exercises of the power of eminent
domain serve a public purpose. For example, in 1982, the California
Supreme Court sustained the use of the power of eminent domain by the
City of Oakland to acquire the Oakland Raiders professional football
team.
Moreover, there is specifically applicable statutory authority. The
Community Redevelopment Law (Calif. Health & Safety Code, Secs. 33000
et.seq.) provides generous authority for redevelopment activities to
eliminate or prevent blight and for the acquisition of land in connection
with such activity. (See esp. Calif. Health & Safety Code, Secs. 33125
to 33135 and 33300 to 33458.) In addition, California municipalities may
utilize the power of eminent domain for the "improvement of waterfronts."
(Calif. Gov't. Code, Secs. 40404.)
In addition, implementation of the proposed Redevelopment Plan will
require a "General Plan Amendment" and will have to be in conformity with
the Coastal Plan and Coastal Zone Regulations. Both the eminent domain
procedures and the regulatory and plan amendments are relatively complex
matters, the details of which will require the legal counsel of the City
Attorney. However, in general it appears that there are not
insurmountable legal objections to this aspect of the implementation
strategy.
56
What implementation of the recommendations in this report will require is
that the City begin to utilize some of its recurring budgetary surpluses
to increase substantially its level of public investment in the Cannery
Village - McFadden Square area.
Plainly the City presently has sufficient revenue to permit it to devote
significant sums to public investment in the Cannery Village - McFadden
Square Area. The real question is whether it has the will or interest to
do so.
4. Use of Parking System Revenues
Parking system revenue from the Cannery Village - McFadden Square Area
should be used to support the construction of additional off-street
parking in the study area. To the extent that their use is permissible,
parking system revenue bonds should be used to construct additional
parking facilities. Such bonds would be amortized with the revenues from
the system.
5. Modifying Zoning Ordinances
The zoning restrictions in certain commercial districts such as Cannery
Village, should be rewritten so as to make them relate more directly to
existing land use and land use patterns. Applying the same restrictions
as are applicable in those parts of Newport Beach that have been more
conventionally developed simply ensures that replacement and substantial
rehabilitation of many existing structures simply will -not occur.
6. Allow In -Lieu Parking Payments in Cannery Village
The City should re -institute its policy of accepting in -lieu parking
payments for new and rehabilitated building in Cannery Village. There is
simply no space in this neighborhood to provide on -site off-street
parking spaces. Unless in -lieu payments are accepted, new construction
or rehabilitation is very unlikely in that part of the study area.
`, 57
7. Create a Parking Management Zone in McFadden Square
Circulating vehicular traffic in McFadden Square creates significant
traffic hazards, particularly for pedestrians. Circulating traffic,
except for vehicles seeking a parking space, could be eliminated or very
materially reduced by more effectively managing parking. That can be
readily accomplished by installing an entrance gate at McFadden Place and
exit gates on 22nd and 23rd Streets. The use of the control gates will
significantly reduce or even eliminate circulation traffic that is not
seeking a parking space.
B. SUGGESTED PRIVATE SECTOR STRATEGIES
1. Capital Fund Drive
The public sector should not be asked to carry the entire burden of the
capital expenditures that will be required to implement the proposals in
this report. Voluntary contributions from private landowners and
businessmen with a stake in the area should be sought.
2. Cannery Village - McFadden Square Advisory Council
Coordination of private efforts and regular communication between
property owners and businessmen in the study area and the City should be
made possible. To this end, a Cannery Village - McFadden Advisory
Council should be created with members from both the public and private
sectors. Such a council should seek voluntary private financial support
for needed public improvements, furnish a regular channel of
communication between businessmen and property owners and the City, and
provide aid and assistance to private individuals seeking to secure the
multiple permits that are needed in connection with new construction or
rehabilitation. Such assistance might materially reduce the substantial
delays and frustration that appears to be a current feature of the permit
approval process. (Parenthetically, we note that there appears to be a
need that transcends the study area for rationalization of the permit
approval process with a "one -stop -shopping` permit system).
58
I
i
Edges
View of Wire & Water
23rd to Ocean
G'
Sidewalk & Bikeway
Crossection at Beach
Newport Beach's most valuable resource is the water. Therefore, an
effort should be made to enhance and emphasize the views to the water
that have been preserved by- land development patterns. However, at
present the views to the ocean and its bay lack aesthetic appeal.
Every effort should be made to enhance the views to the bay and beach
from the streets. Unsightly bollards and metal guard rails should be
removed from street ends. The City should encourage the development and
use of a boardwalk along the bay to allow maximum public access.
"Redevelopment of the Marina Park'property by removing the trailers would
eliminate a view obstruction and would be consistent with the municipal
land use directives and goals of the California Coastal Commission which
make provision or public use marina and park facilities on Newport Bay.
The beachfront sidewalk provides a promenade along the ocean from 36th
Street past Balboa Pier. However, the current width of the sidewalk
is too narrow to accommodate skating, jogging, and cycling.
To make the beach sidewalk sufficiently wide to accommodate current uses
comfortably, the width of the existing walkway should be doubled and a
center planter/divider should be installed to separate the lanes. The
outer pavement should be limited to wheeled use and the inner land should
be reserved for walking and jogging. Such use separation would allow a
safer and more enjoyable use by everyone. The green planter/divider
would include palms and low vegetation -so as not to disrupt any views to
or from the beach -front homes.
m
I
59
The R/U DAT Team
R/UDAT Committee
1 Chairman William Conway
Real Estate Economist
2
Philip Caton, AICP
Planner
3
Tom Laging, AIA
Architect
4
Tom Sykes, AIA
Architect
5
Ernest Munch, AIA
Architect
6 R. Marlin Smith Esquire
Attorney
7 Jackie Vischer
Social Planner/Humanist
$ Allen Gatzke, ASI.A
Landscape Architect
Lus
The Students
9 Alan York, Cal Poly Pomona
10 Mai Truong, Cal Poly Pomona
11 Norman Phung, Cal Poly Pomona
12 Scott Barnard, Tulane University
13 Larry Coleman, U. of Calif., Irvine
14 Jeff Brewer, Orange Coast College
15 Jeff Rome, Orange Coast College
16 Dwayne Pryor, Orange Coast College
17 Gary Moon, Orange Coast College
16 Jim Devlin, Orange Coast College
19 Paul Zaleski, Saddleback College
Team Resumes
William G. Conway, R/UDAT Team Chairman
Real Estate Economist
William G. Conway is the principal of W. G. Conway, a New York based real
estate consulting firm. Current assignments include, the preparation and
implementation of an office building investment strategy for Homart
Development Co. in the New York Metropolitan Area, and the pre -development
work on converting a landmark office building into a luxury hotel for the
Oxford Development Co.
Since early 1982, Mr. Conway has been the senior real estate advisor to the
Howard Heinz Endowment and is managing the assembly and development of a key
block in downtown Pittsburgh.
Mr. Conway's other clients in 1983 include the City of New York, NY, the City
of Roanoke, Va and the City of Evansville, Ind for which his firm is
preparing revitalization programs for historic districts within downtown
areas.
Mr. Conway has a degree in Economics from the College of William and Mary,
and has studied public policy at the New School for Social Research. He has
taught real estate economics at Yale University, Ohio State University, the
City University of New York and Pratt University. He is a member of the
Urban Land Institute; he serves on the American Institute of Architects Urban
Policy and Design Committee and on the National League of Cities Urban Design
Project Advisory Hoard.
62
Philip B. Caton, A.I.C.P., Planner
Mr. Caton is a partner in a firm which specializes in architecture, urban
design, development consulting, and planning and zoning. He is a licensed
professional planner in New Jersey and provides professional services to a
wide range of governmental and private corporate clients.
Prior to establishing the firm of Clarke and Caton, he was Director of the
Division of Housing for the New Jersey Department of Community Affairs.
Mr. Caton guided the Division through unprecedented growth in the type and
sophistication of its programs.
Prior to his state appointment, Mr. Caton acquired extensive experience in
Urban redevelopment at the local level. He was Community Development
Director for the City of Trenton, New Jersey.
Mr. Caton's local experience also extends to the private non-profit sector.
He was appointed the first Executive Vice -President of the New Trenton
Corporation, a development vehicle formed to coordinate planning and
construction in downtown Trenton.
He has explored private enterprise from the ground up while establishing,
with two partners, a successful firm to practice architecture, urban design,
planning and real estate market analysis. He has award winning projects in
Killington-, Vermont; Key Biscayne, Florida; Princeton, New Jersey; and Mount
Sterling, Kentucky.
63
Tom Laging, A.I.A., Architect
Mr. Laging, Professor of Architecture at the University, of Nebraska, has just
served on a Fullbright Fellowship in Urban Design, at the Simon Bolivar
University in Caracas, Venezuela. He has been a Planner and a Design
Consultant in Nigeria's Imo State and the Co-author of the Nebraska Capitol
Environs Plan. Mr. Laging is currently serving on the AIA's National Urban
Design and Planning Committee and is on the Mayor's Urban Design Committee
for the City of Lincoln.
Mr. Laging has extensive consulting and project administration background.
He served as Project Director for National Endowment for the Arts City
options Grant "The Nebraska Capital and Environs Plan," as Project Director
for the Community Design Center in Omaha, Nebraska and received the
Progressive Architecture First Design Award for the Nebraska Capitol Environs
Plan. He has served as Co -team Leader in the Reiner Plaza Urban Design
Charette, St. Louis, Missouri. He has traveled extensively and received many
academic honors including a distinguished teaching award. He served in the
Peace Corps in Peru and worked with the Detroit City Planning Commission.
Mr. Laging received his Bachelor of Architecture degree from the University
of Nebraska in 1963 and his M.A. in Architecture from Harvard University in
1966.
64
Thomas Joseph Sykes, AJ.A., Architect
Thomas Joseph Sykes, AIA, is the principal of his own firm, Thomas J. Sykes
Associates, established in 1979. This six -man firm is located in Margate,
New Jersey. It provides service in the area of residential, commercial and
institutional architecture and land use planning.
Mr. Sykes received his education at the University of Notre Dame. He studied
one year at the Notre Dame campus in Rome, Italy and he was honored by the
University when he received the Graham Foundation Design Award. Mr. Sykes
graduated as Bachelor or Architecture in 19.74.
After graduating, Mr. Sykes worked for the Federal Government, department of
Justice as a staff ,architect for prison reform through 1978. He became
licensed in the states of Pennsylvania and New Jersey. After leaving the
government, Mr. Sykes worked with Robert Johnson Associates for one year and
then started his own firm.
Mr. Sykes is a Secretary of the South Jersey Chapter of the American
Institute of Architects and a member of the American Institute of Planners.
He is a licensed planner in the state of New Jersey. In 1983 Mr. Sykes was
chosen to chair the Atlantic City Convention Center Authority. His firm has
received two AIA design awards from the South Jersey Chapter.
1, 65
Ernest R. Munch, A.I.A., Architect/Urban Planner
Ernie Munch is an urban planner and architect registered in the State of
Oregon. Practicing since 1979, his work has included planning, urban
design and architectural projects in Portland, the Northwest states and on
the East coast. From 1974 to 1979, Mr. Munch was employed by the Portland
Bureau of Planning as a Transportation Planner and later as Chief
Transportation Planner. During that time, his responsibilities included work
with neighborhood groups and other public agencies on the development of a
city-wide transportation plan and on designs for a variety of transportation
facilities throughout Portland.
Mr. Munch received his Bachelor of Architecture from the University of Oregon
and his Master of Science in Architecture from Columbia University_ He is
also a William F. Kinne fellow of Columbia University.
M
R. Marlin Smith, Attorney
R. Marlin Smith is a graduate of Carleton College and the University of
Chicago Law School. Mr. Smith was admitted to the Illinois Bar in 1956 and
is admitted to practice before the Supreme Court of the United States.
Mr. Smith has represented numerous municipal groups and private developers in
zoning and planning actions. He is a member of the Chicago, Illinois State
and American Bar Associations. He was Co -Chairman of the Chicago Lawyer's
committee for Civil Rights Under Law from 1979 to 1981. He is a member of
the American Planning Association and the National Institute of Municipal Law
officers. He has taught land use and historic preservation law courses at
the University of Illinois and at the Northwestern University School of Law.
He has been an instructor in law at Chicago Kent College of Law of the
Illinois Institute of Technology. Mr. Smith has served as Chairman of the
Local Government Committee of the Chicago Bar Association and as Chairman of
the Local Government Law Section of the Illinois State Bar Association.
Mr. Smith is the co-author of A Guide for Municipal Zoning Administration and
A Guide for County Zoning Administration, published by the Bureau of Urban
and Regional Planning Research of the University of Illinois. He has served
as co-editor of an Illinois Institute for Continuing Legal Education (IICLE)
book on Special Local Governmental Districts and Bodies. He has written
numerous articles on land use regulation and local government law.
Mr. Smith has lectured in programs and seminars on land use and planning law
and participates regularly as a faculty member of the Planning Commissioner's
Short Course of the American Planning Association. He has been a faculty
member at the ALI/ABA Land Use Litigation Conferences and for the Practicing
Law Institute. He has also served as a faculty member for the National
Institute of Trial Advocacy.
N
Jacqueline Claire Vischer, Social Planner/Humanist
Dr. Vischer, formerly partner in a firm of planning consultants and now on
contract to Public Works Canada in Ottawa, is an Environmental Psychologist.
She has a B.A. degree in Psychology from the University of California, a M.A.
in Psychology from the University of Wales Institute of Science and
Technology and a Ph.D. in Architecture from the University of California,
Berkeley. She has taught Environmental Design at the University of
California, Berkeley, University of Manitoba, and the University of British
Columbia.
Her professional activities include. editor of "Psychology & Environmental
News" for the Division of Environmental Psychology International Association
of Applied Psychology; a member of the Environmental Design Research
Association; and a member of the British Psychological Society.
Dr. Vischer has presented and published in the areas of housing, social and
community planning, defining user needs and building programming.
M.
Allen E. Gatzke, A.S.L.A., Landscape Architect
Mr. Gatzke is vice president of Sedway Cooke Associates, Urban and Regional
Planners and Designers and teaches in the Department of Landscape
Architecture, University of California, Berkeley.
Mr. Gatzke has been involved in many major design and planning projects. He
has been project director for the Chula Vista Bayfront Local Coastal Program,
the Chula Vista E. Street Trolley Station Plan, the University of California
Berkeley, West Side Study, the Pleasant Hill BART Station Specific Plan, the
Gumpert Ranch Alternate Use Plan, the Guadalupe West Master Plan, City of
Santa Clara, the Guadalupe Corridor Alternatives Analysis/DEIS, and the
Carmel Valley California Master Plan EIR. In the teaching field, Mr. Gatzke
has been a presenter at the CalTrans Seminar on Joint Development and Value
Capture held for transportation planners and managers, has taught courses in
Site Planning, a design studio for undergraduates in architecture and
landscape architecture, and was a graduate intern for the San Francisco Bay
Conservation and Development Commission. He has extensive experience in
solar energy matters.
Mr. Gatzke received his bachelor of Architecture magna cum laude from the
University of Southern California School of Architecture in 1969, his Master
of Urban Design in 1970 from the same university, and is pursuing his Ph.D.
in Environmental Planning from the Department of Landscape Architecture,
University of California, Berkeley.
Li
[.
Sponsors and Financial Support
The R/UDAT funding by the City of Newport Beach was matched by support and
contributions from the following:
Crab Cooker Restaurant
Cannery Restaurant
Dillman's Restaurant
The Rex Restaurant
Malarky's Irish Pub
Red Onion Restaurant
E1 Ranchito Restaurant
Egads Restaurant
Charlies' Chili
The Old Spaghetti Factory
Seaside Bakery
B.J.'s By The Sea
Al Possini Italian Village
Patio Cafe
Thirtieth Street Architects
James R. Harris Architect, Inc.
Dougherty & Dougherty
Frank Leslie Spangler Associates, Inc
W
McCulloch Architects
Brion S. Jeannette and Associates, Inc.
Dussin Investment Co.
South Coast Shipyard and Design Center
Richard H. Dodd and Associates
Picker and Ruffing Architects
Curci — Turner Company
Carl W. Ackerman
Douglas B. and Sally W. Fletcher
Tom Moon, £AIA
William Blurock, FAIA
The Hill Partnership, Inc.
Newport Surf and Sport
Holly Polaski & Associates
Fluor Corporation
Mr. and Mrs. Gary Lovell
Bayshores Inn
Academy of Defensive Driving
Steering Committee
Chairman
William Blurock, FAIA
Architect
Vice -Chairman
Jacqueline Heather
Council Member
Ruthelyn Plummer
Council Member
Donald A. Strauss
Council Member
Jerry A. King
Planning Commissioner
James D. Hewicker
Planning Director
Thomas Moon, FAIR
Architect
John L. Curci
Business Person
William Frederickson
Business Person
William Hamilton
Newport Harbor Chamber
of Commerce
Alternates:
Bobbie Lovell
Property Owner
Betsey Olenick Dougherty
Architect
Orange County Chapter
The American Institute of
Architects
The OCCAIA acted as sponsor for
the R/UDAT Study.
William McCulloch, AIA
OCCAIA President
Betsey Olenick Dougherty, AIA
OCCAIA Vice -President
James Harris, AIA
OCCAIA Secretary
William Blurock, FAIA
Thomas Blurock, AIA
Brian Dougherty, AIA
Thomas Moon, FAIA
Rolly Pulaski, AIA
Frank Spangler, AIA
Linda Taylor, AIA
Brion Jeanette, AIA
Ron Van Pelt, AIA
Erik D. Johnson, AIA
Jim Loft, Associate
Bob Dannenbrink, Jr., AIA
Associate, AICP
Connie Scheer
Executive Director, OCCAIA
Support Staff
Secretaries:
Bonnie Jeanette
Kathie Davis
Barbara Moon
Sylvia Langenekert
Fran Berggren
Jeanene Tipton
Barbara Graves
Connie Scheer
Graphics:
Anne Akerman
Michael Coon
Architects:
Richard Dodd
John Loomis
L
71
Persons Interviewed
The information gathering process for this study relied in no small part on a
series of interviews with individuals representing govrrment, business,
industry, community agencies, citizen groups, landowners, and others
interested in Newport Beach. We thank the following individuals for their
cooperation:
J.A. Jennings - Lido Isle
Jan DeBay - CEQAC
Doug Bray - Fisherman
John Shea - Newport Beach
Dick Clucas - West Newport
Association
Matt Nisson - Newport Beach
Richard Connella - Marine Owner
James Person - Balboa Improvement
Association
Phil Tozer - Historian
Milada Vanasek - Pres., Ebell Club
Allen Beek - Balboa Island Ferry
Nancy Larner - Balboa Peninsula
Point Association
W.D. Schock - Cannery Village
Association
Marie Schock - Cannery Village
Association
Pat Lawrence - Newport Beach
Bill Scbmorer - Newport Beach
72
John Cain - Los Angeles Federal
Savings
Sandy Wilford - Balboa Coves
Dale Sleight - Fisherman
Rick Bruenman - Fisherman
Jean Watt - SPON
Jack Zaremba - Christian Science
Church
Russ Fluter - Newport Beach
Fr. John Ashey - St. James Church
Joe Kimball - St. James Church
Kenneth Sampson - Government
Consultant
Jean Sommers - Newport Elementary PTA
Rush Hill, AIA - The Hill Partnership
Marguerite E. Forgit - Newport Beach
Art Gronsky - Art's Landing
Paul Balalis - Planning Commission
Debbie Gray - Property Owner
Verne Beck - Dory Fleet 11
Mel Hockman - Dory Fleet
Lex Khuta - Newport Beach
Judy B. Rosener - California
Coastal Commission
Betty C. Blakslee - Newport Beach ,
Barbra Allen - Cannery Village
Henry K. Swenerton - Central Newport
Rick Lawrence - Newport Beach
Mamie Van Doren -Dixon - Newport Beach
Thomas Dixon - Newport Beach ,
Barbra Barnard - Newport Beach
Fred Bruder - Newport Beach
Stanford Green - SUN
Dorothy Hardcastle - SON
Dick Dodd - Architect
Herb Marshall - Business
Sid Soffer - Property Owner
R.D. Tromanhauser - Cannery Village
J. Tromanhauser - Cannery Village
Dolly M. Simpton - Cannery Village
John Heim - Newport Beach
Walt Heim - Newport Beach ,
Bob Roubian - The Crab Cooker ,
City Officials
City Council
Evelyn R. Hart
Mayor
Philip R. Maurer
Mayor Pro Tempore
Bill Agee
John C. Cox, Sr.
Jacqueline E. Heather
Ruthelyn Plummer
Donald A. Strauss
City Manager
Robert L. Wynn
City Attorney
Robert H. Burnham
Planning Commission
Jerry King
Chairman
Joan S. Winburn
Debra Allen
Dave Goff
Paul L. Balalis
John A. Kurlander
Helen McLaughlin
Planning Dirgctor
James D. Hewicker
Senior Planner
Patricia L. Temple
73
R/UDAT
HANDBOOK
THE AMERICAN
INSTITUTE OF
ARCHITECTS
R%UDAT i HANDBOOK
AMERICAN INSTITUTE OF ARCHITECTS
1735 NEW YORK AVENUE NW
WASHINGTON, D.C. 20006
I January 1980
This handbook was prepared by the•Regional/Urban Design Assistance Team
(R/UDAT) subcommittee of the Urban Planning and Design Committee of the
American Institute of Architects. All members have participated widely in
R/UDAT visits. The -sketches of R/UDATs in action are by Junius J.
Champeaux, AIA. This handbook will be updated periodically as new
experiences warrant.
1
1
Contents
LOCATIONS OF PAST R/UDATS
1. INTRODUCTION
purpose
a typical situation
spirit
urban design
preservation, re -use
PROCESS DIAGRAM
2. ROLES
sponsorship
local community
the team
students
steering committee
citizens
political participation
media
3. BEFORE COMMITMENT
getting a R/UDAT started
funding
budget
application
evaluation visit
commitment
4. AFTER COMMITMENT
team assembly
reconnaisonce visit
information packet
PAGE
4
5
6
6
6
7
7
8
9
10
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10
10
LO
11
12
12
14
15
15
15
17
18
18
19
20
20
20
lil
5. LOGISTICS
room and board
24
transportation
24
reimbursement
24
work spaces
24
furniture and equipment
26
supplies
27
photography
27
secretaries
28
printer
28
6. ITINERARY
schedule
30
team introduction
31
physical overview
31
meetings with community leaders
and resource people
31
social events
32
meeting with citizens groups
32
words and drawings
33
report production
34
press conference
35
final presentation
35
7. FOLLOW-UP PLANNING
start early 37
items of concern 37
S. AFTERWORD
23
`J
36
IN
3
L
mile
4 Location Of Past R/UDATs
1 Introduction
II
11
PURPOSE For a dozen years the Urban Planning and Design Committee of the American
Institute of Architects (AIA) has been sending Regional/Urban Design Assis-
tance Teams to cities and regions across the country that have asked for help.
There have been more than 50 such teams to date serving a combined
population of more than 12.5 million citizens and professional services valued in
excess of $2.5 million have been donated.
It all started when the mayor of Rapid City, South Dakota called on the South
Dakota Chapter of the AIA for help in dealing with the downtown redevelop-
ment. The matter landed in the lap of the rational Urban Planning and Design
Committee which sent three of its members out on a crash visit. It became
clear, even then, that in complex urban problem -solving, everyone concerned
with the issues should sit together and be involved in the process. The
R/UDAT's have since developed into teams that involve many disciplines, that
work over intense extended weekends toward action -oriented results.
Recently this committee issued an eight page blue pamphlet addressed to
community leaders across the land to describe this program and make known its
availability. Requests for more than 10 thousand copies have been met.
This handbook is addressed to members of local sponsoring groups, AIA chapter
members, team members and all others concerned with the R/UDAT process in
detail. It is obvious that the success of such a compact and complicated
operation depends on substantial forethought. While the handbook deals with
the minutiae of a R/UDAT visit, it is intended to give a general feeling of the
activities of such an experience.
A TYPICAL SITUATION The handbook assumes a typical process where a team of eight people meet for
a four day weekend from a Friday through a Monday. The process varies as
widely as the communities it serves — from a six hundred unit residential
neighborhood in Trenton to the entire metropolitan Phoenix area. So, as the
communities vary, the details will also. Some visits have taken two days, some
a week. Some teams have been composed of three members, some of twelve.
R/UDAT organizers tailor their requirements to the community situation.
SPIRIT The R/UDAT visit is o very intense work session. Team members are people
generally unknown to each other. Because of their commitment to the causes
of our cities and to the principles of urban design they are willing to volunteer
their time. They agree beforehand not to accept commissions that are a result
G
of the recommendations of the R/UDAT study. This gives them freedom to be
objective and outspoken, without the pressures of vested interest. They bring
their talents, imaginations, enthusiasms and capacities for collaboration to the
effort.
URBAN DESIGN R/UDAT is only a part of the total on going urban design process. It stimulates,
focuses and creates an awareness of the issues and opportunities. Not an end in
itself, it is just a beginning.
Urban design is different from architecture. Architects design buildings from
the inside outwards. The skin of a building is usually regarded as its limit.
Urban Design operates from the outwards inwards. It is primarily concerned
with public linkages; the coming together of man-made and natural environ-
ments and social, economic and cultural forces which are what we mean by a
specific "community".
Sometimes these forces are complex, and "even in conflict with each other.
Urban design is a means of defining goals, policies and actual programs. It is an
open process and everyone who is concerned with the issues is asked to
participate. Their perceptions and inputs are critical. After all, it is their
community's future that is at stake.
In urban design everyone is a citizen — the Mayor, a housewife, the city
planner, bus driver, banker, professional - indeed anyone who is concerned with
the future of the community and is prepared to work together toward solutions
which are in the best public interest.
PRESERVATION, RE -USE Recently the R/UDAT program has been joined by the newly -created Preser-
vation, Re -use Assistance Team (P/RA11 program of the Committee on Historic
Resources of the AIA. It was felt that the same considerations and attitudes
apply to both activities. Members of this committee have participated in
R/UDATs for some time. Preservation and adaptive re -use are essential
elements of urban design and the revitalization of our cities and neighborhoods.
I
COMMUNITY ACTION GROUP NATIONAL R/UDAT
needs initiative advice
sponsors Q films, reports
steering committee 4-- handbook
implement
1
application
evaluation 4
po commitment
preparation
reconnaisance
4-follow-up
review
team assembly
Process Diagram
2 Roles
0
SPONSORSHIP
R/UDAT's are sponsored by local components of the American Institute of
Architects. In some unique situations where the local component of the AIA is
unable to sponsor a R/UDAT, a R/UDAT can be sponsored by local private and
public community groups subject to the written approval of the local AIA
component.
LOCAL COMMUNITY
There will be on issue, or a series of issues which define the need for a R/UDAT
in the first place. These issues are local and particular. Citizen concern with
these issues over time develops the pressures that ultimately produce the
R/UDAT.
THE TEAM
The members are tops in their fields in the required disciplines. All have
specific capacities to write, draw, organize and, above all, to analyze complex
problems. Some have been on R/UDATs before, some have not. All express a
willingness to serve and their commitment is total.
STUDENTS
Students are a very important part of the R/UIJAT visit. Without their high
level of work the final product could not be achieved. Certainly young people,
recently graduated and working in local offices, are included in this category.
Team chairperson believe that students are present to perform responsible
professional work. It is important that their full participation in activities
results in a constructive experience.
They must be carefully selected for the capacities to fulfill such responsibility.
The head of the local school of architecture and planning should make
recommendations and be asked to pick the most talented. The criteria might be
their understanding of the principles of urban design, talent for drawing,
organizing, writing and dealing with statistics and their capacity to help with
book production. Students in fields that coincide with specialties of team
members can be very valuable. All must have the ability for intense work and
collaboration with others. Many students photograph with skill and sensitivity.
STEERING COMMITTEE The steering committee is made up of people who have made the commitment
to bring the visit about and to see the project through — the movers and
shakers. Its membership may come from the local AIA chapter and from the
community — Chamber of Commerce, city planning and development office,
downtown association — or a mixture of all. It must be large enough to get the
work done — a job that can't be done by only one or two people.
10
The first job is to stimulate enthusiasm for the program in the community.
Interest must be solicited from all organizations — from the banks to city hall
to the neighborhood groups to the media.
The dialogue will involve definition of local problems, the potential for action
of the R/UDAT program, the possibility of bringing diverse groups in the
community together, the credibility of disinterested outsiders and the minimal
costs of such a volunteer program.
Such talks result in commitment for participation and for funding. The
committee will take the responsibility for preparation of the R/UDAT appli-
cation to the AIA.
In carrying out preparation for the visit, subcommittees will be formed to do
the work in such areas as:
citizen participation
transportation
budget .?.e",it, P41J .2/..an. p 1 1
photography
report printing
accommodations
equipment and supplies
public relations
follow-up
students 701x.,
CITIZENS Citizen participation is the very essence of the program and is basic to all
urban design work. Citizens have often revealed problems not apparent to the
decision -making sector. R/UDAT serves all citizens — indeed, it is they who
receive the ultimate benefit of this program. On occasion, R/UDAT teams
have rejected directives from the establishment that seemed to be a conflict
with the needs of the people of the community. R/UDAT reports are non-
partisan vehicles.
Be sure to get articulate and inarticulate groups in — people who are affected
directly or indirectly but for one reason or another may not turn up without
urging. The liaison committee will identify special interest groups to the team.
POLITICAL It is important to get the political leaders to recognize the political potentials
of the R/UDAT and consequently participate. There is great advantage in
PARTICIPATION
getting public agencies to pool data, collaborate and work comprehensively
after the R/UDAT. The right agencies must take part.
MEDIA There are three phases of the media operation. First, the stories to be covered
before the R/UDAT to make sure excitement is generated. Second, the things
the media would normally do (and enjoy doing because they are newsworthy)
during the R/UDAT. And third, things the media should do afterwards as a
follow-up — monitoring progress, asking why if there are delays.
A carefully developed public relations program is essential. Teams operate in
fishbowls. Team members are always ready to pause to talk with represen-
tatives of the media.
One member of the steering committee should be delegated to be responsible in
this area exclusively. During the visit all media activity should be funneled
through the team chairperson.
Several R/UDATs have been filmed or taped. These documents are of great
value to disseminate the teams message. Recording is often sponsored by a
local college, university or local TV station. Sample video-tape and film
documentation of R/UDATs are available from the Audio-visual Department of
the AIA Headquarter Library.
A planned public relations progam would include the following:
Put an experienced person in charge of the program — someone who
knows the cast of characters.
Prepare a press kit
Establish an information headquarters (perhaps the AIA Chapter office)
Distribution of R/UDAT program pamphlet liberally.
Capitalize on the evaluation and reconnoisance visits.
12
It helps if the media is given good advance guidance. Often during the
reconnaisonce visit an abbreviated issues list is drawn up for use as a basis
for TV spots and news releases.
Issue regular releases on progress.
Announce team members as they accept, including their biographical
information.
Check the program out with the AIA Public Relations Department
Start a clipping file. It will help later.
Hold a press conference prior to the visit. Explain the program. Pass out
the press kit. Show a movie.
During the visit invite the media to the team tours and to the workroom.
Take full advantage of the press conference prior to the public presen-
tation —an important moment in time.
Secure radio coverage of the final presentation.
Promote a separate Sunday supplement in the local paper summarizing the
report.
Get coverage by regional periodicals (such as Southern Living).
Promote stories in organizational news letters -- service clubs, schools.
Bring the press in on follow-up programs.
13
3 Before Commitment
14
GETTING A The idea generally comes from one individual — a Chapter member, a local
R/UDAT STARTED planner, administrator, community leader or government official.
Most start wth a communication, either by letter or phone, with either the
director of Urban Programs of the AIA in Washington (a salaried member of the
AIA staff) or the Chairman of the R/UDAT program ( a volunteer member of
the Urban Planning and Design Committee). As the interest grows a local
committee is formed and discussions with community leaders take place. Such
talks involve definition of local problems, the potential for action of the
R/UDAT program, the possibility of bringing diverse groups in the community
together, the credibility of disinterested outsiders and the minimal costs of
such a volunteer program. AIA Headquarters in Washington has available films,
brochures and reports from previous visits —all of which help develop under-
standing of the enthusiasm for the R/UDAT process.
FUNDING Expenses of a typical R/UDAT come to approximately ten thousand dollars.
These costs can be borne by a city, county or state government. Other sources
are local merchants, industry and Chambers of Commerce. Some have been
funded from widespread sources, all making smaller contributions — an attrac-
tive situation since it attracts the commitment of many people. Some are
sponsored by art councils and similar local organizations. In some cases
matching funds were secured from such organizations as the National Endow-
ment of the Arts. Some groups have shared in the funding from their own
resources and have defrayed expenses by selling reports.
Once the ball gets rolling, it is surprising that the funding is not as much a
problem as one might think.
BUDGET It is obviously very important to establish a budget from the very beginning. It
will be refined as details become clear. The budget may vary substantially in
accordance with the size of the team, the duration of the visit and the length
and number of copies of the finished report. Many budget items have been
volunteered by local organizations with community concerns. These include
housing, meals, typists, film, photography, duplicating and dictating equipment,
typewriters and report printing. Hotel owners may be willing to make a
contribution of rooms. Architects, secretaries have volunteered typing. A
printer may volunteer his labor. The value of such in -kind services may
approach as much as one half of the total costs. Colleges and universities in
the region are often willing to help.
15
The hypothetical budget which follows assumes that the work space is available
without cost and that students can be housed at a local college or university or in
houses of committee members.
It is important that a firm budget be established before the visit and that it is
adhered to. It is virtually impossible to raise additional funds after the visit.
preliminary meetings
$ 800.
evaluation visit
$ 400.
reconnaisance visit
400.
transportation
3,200.
8 people
400.
includes airfare, mileage
to airport, tolls, parking
and miscellaneous expenses
during visit
room and board
2,600.
rooms, 8 people, 5 nights G $45.
1,800.
meals 3/day x 5 days x 8 people
800.
rn $ 7. average
production expenses 1,400.
car rental for team 200.
4 days @ $50.
helicopter, light plane 300.
film & processing 400.
40 rolls (color, S & W)
@ $ 10.
16
typists
100 hours @ $ 5.
printing of report
1,000 copies of 100 pp @ $.025
miscellaneous expenses
drawing equipment & supplies
bus rental
making plates of drawings and photos
social events
equipment rental: typewriters, dictating
machines, etc.
copying supplies
press kit
student meals
committee expense
miscellaneous contingencies
total
500.
2,500.
1,500.
$12,000.
A member of the R/UDAT Task Group is always available to attend visits prior
to the submission of the application with the understanding that expenses will
be reimbursed.
APPLICATION Once commitments are made from the local organizations, a formal application
must be submitted to the chairperson of the R/UDAT program. It must contain
three elements: the first is a statement giving a description of the community,
the problems which should be addressed by the R/UDAT team and the broad
objectives of the visit. The second should be a statement from the local
sponsor making the commitment for financial responsibility. The third part
should contain letters of support from the community. These should include --
mayor, council, county officials, and their planning agencies; community
leaders such as Chambers of Commerce and service organizations; special
interest groups such as arts councils, historic building 'societies, downtown
development groups and unions; community groups which might include
churches, block organizations, ethnic groups, neighborhood clubs and citizens.
The local AIA Chapter must endorse the visit.
17
The objectives of such letters of support are to develop total community
involvement, attract many people into the action and to make certain that the
process isn't a product of a single community element or fraction.
EVALUATION VISIT This visit consists of a meeting in the local area between a member of the
R/UDAT subcommittee and the steering committee and local groups as deemed
necessary. It is generally a one day visit with the committee member flying in
the night before and flying home that night. It generally occurs about twelve
weeks prior to the team visit. Receipt and review of the formal application is
prerequisite to this visit. The expenses of the visitor are reimbursed by the
sponsor.
The visitor will survey the community by car, guided by members of the
steering committee. hle or she will meet with the decision makers (particularly
those with remaining doubts), those who are giving financial support, and those
with deep community concern. A press conference may well be held during the
day to develop the public's attention. Preliminary logistics will be reviewed —
the budget, the work place, public relations program and citizen involvement.
The expertise needed for the team as well as potential dates will be reviewed.
COMMITMENT Finally a letter making a formal commitment for the R/UDAT will be written
by the chairperson of the R/UDAT program to the chairperson of the local
steering committee providing all requirements have been met and, in the
judgement of the RJUDAT subcommittee, a useful and productive study can
result. Since this is a voluntary program on both sides, nothing more formal or
legal is required.
II
it
TEAM ASSEMBLY Team selection is the prime responsibility of the volunteers who administrate
the R/UDAT program. The disciplines required are developed with the steering
committee based on the formal application and evaluation visit. The process
takes two or three months. Team selection draws on many sources across the
country. The team chairperson is selected as soon as possible after the
commitment. Fie or she will be a person with extensive R/UDAT experience,
and may be a member of the Urban Planning and Design Committee. The job
requires a concern in the general problem areas of the local community. It
requires qualities of leadership, sensitivity, understanding of urban design
principles and a capacity to orchestrate the action. The team chairperson will
help select other team members.
RECONNAISANCE VISIT
INFORMATION PACKET
6#1
This one day visit is made approximately four weeks prior to the team visit by
the chairperson who wilt survey the community in the company of the liaison
committee, get acquainted with community leaders and sort and analyze the
issues.
The detailed survey of final logistics — the budget, the work spaces and the
itinerary will be made. The film processing techniques will be reviewed and
the printer will be consulted about his processes, timetable and requirements.
The community participation process will be reviewed.
Public relations plans for involving the media, and any plans for filming the
activity will be reviewed.
Finally, the chairperson will consider the details of student involvement.
About two weeks prior to the team's visit an information packet should be
mailed to all team members and the representative of the students. It should
not be too voluminous — it should be able to be absorbed in a couple of hours.
The chairperson will review the kit during the reconnoisance visit.
It ought to contain:
maps
location and region
municipal and county boundaries
geodetic and topographical information
roads
important places
parks, forests, lakes, bus and train routes
historic sites
photos —aerial and otherwise to set forth the character of the study area
statement of problems in formal application
population statistics
growth or decline in past 10 years
projected growth or decline
age and sex breakdown
economic data
past and projected commercial and industrial values
where and what the jobs are
land values
tax information
zoning, land ordinances, regulations and maps
master plan
recent studies
brochures to attract industry, tourists
growth control measures
preservation data
historic landmark inventory
local history
archeological and pre -history data
environmental concerns
list of materials that will be available to the team during the visit
laws
previous studies
materials too bulky for packet
Mechanisms should be set to answer detailed questions from team members
prior to arrival. Social scientists, geographers, ecologists, and political
21
scientists have need for specific information not usually at hand. Some
communities have sent team members short-term subscriptions to a local
newspaper.
22
5 Logistics
t, 23
There are many important details which must be worked out carefully in order
to insure well -functioning team operations.
ROOM AND BOARD The place selected for team lodging is best located close to the center of the
study area and work space. It is often considered advantageous to obtain a
suite for the team chairperson for conferences away from the work space.
Each member should have his or her rooms as they sleep at different times. It
is convenient if they ore near each other. Of course rooms are arranged and
paid for by the steering committee. Arrangements should be made for students
to stay of the local college or at members' houses, where practicable they
should eat with the team.
TRANSPORTATION It is simplest for each member to get his or her own ticket. He or she should
let the steering committee chairperson know of flight and arrival time.
Members will arrive Thursday evening and depart Tuesday morning — although
the team chairperson may wish to arrive earlier for a final logistics check. The
plane of each member should be met by a steering committee member who will
take each team person to the hotel (often one committee member can meet
several flights). Don't forget that team members must be returned to the
airport on Tuesday morning.
REIMBURSEMENT Team members should submit a reimbursement memorandum for:
air fare
mileage and toils to and from airport
parking
miscellaneous expenses while in town.
Prompt reimbursement is very important. It is ideal to present checks to team
members prior to t hr departure.
WORKSPACES There are three types of work spaces involved — the activity center where most
of the work is done, the place for community meetings and the place for the
final presentation.
24
The place where the actual work is done should be much like any medium-sized
architect's office. It should be located central or adjacent to a study area, with
easy access. Visibility to the public is very desirable if it is possible. It should
be around 3,000 square feet. It should be a rough, not elegant space, subject to
the wear and tear of such activity. There should be good lighting (something
like 100 foot candles), plenty of wall outlets and ample wall space for pin-ups.
It can be one single space although it is preferable that it be divided into one
larger and several smaller spaces. The activities are as follows:
drawing: • about 8 boards
writing: about 6 desks
interview: a couple of small rooms
typing: 4 desks (preferably in a separate room because of
noise)
conference 16 people with a good pin-up wall
The place for communitymeetiin s may be included in the work space if there is
adequate area. is is desirable because it brings people from the community
into the R/UDAT action. If it is not possible, such space may be located nearby
in a church, school or similar public space. There should be space for 50 to 100
people in on informal setting. Microphones are necessary in a larger space and
tape recorders are valuable.
The place for the final resento ion should have good community access and
will probably not be located close tote work space. It should be identified as
neutral ground — separate from city hall. Its size will vary according to the
size of the community. 100 people is small; 1000 people is large.
There should be provisions for projector and screen — possibly two of each.
Public address system is important as well as control of the lights. It is very
desirable to provide a mike for each team member as well as those for citizen
response.
25
FURNITURE AND Workroom furniture and equipment may be rented or borrowed from other
EQUIPMENT offices. Generally a major moving activity is involved. It should include the
following:
drawing tables, stools, lights
working desks and chairs
16 place conference tables and chairs
copier (Xerox or IBM) in good working shape (with plenty of paper) for
quick reproduction of drawings and copy
4 typewriters with'the same type face
4 typewriter desks
miscellaneous folding chairs
large light table
dictating and transcribing equipment (must be good quality)
slide projectors, opaque projector
diazo machine
tape recorder
coffee, radio, ice chest with beverages and sandwiches
*If available, a word processing typewriter is a wonderful toot and a huge
timesaver.
There should be a reference center consisting of copies of ordinances, statis-
tics, maps, previous reports and studies, and histories. This should be under the
control of the local liaison committee member in charge, as some of these
documents will be one of a kind.
26
SUPPLIES Supplies should be in general the kind of things that one would expect to find in
a normal architect's office. They should include the following:
sketch pads, 8" x 10" and 20" x 36"
writing paper, 8'h" x 11"
sketch paper, 1000H yellow sketch paper, 1211, 24" and 36" wide - 6 rolls
each
magic markers, bright colors and gray tones, 4 of each
T-squares, triangles, pencils, erasers, scales, drafting tape, colored pen-
cils
Rapid-o-graph (sizes I to 4) several sets
cutting knives, cutting straight edges, scissors
rubber cement, magic tape, stick pins
shorthand books, pencils, pens, erasers
blackboard and chalk
white -out
4 boxes of 500 sheets each of plain bond paper, 872" x I I"
base maps
aerial photos
special photos of study area
PHOTOGRAPHY Team members and students are urged to bring cameras — probably half of each
group will be involved. This should result in about 8 working cameras.
27
Most like to shoot in color but half must be persuaded to shoot in black and
white for use in the report. Films used will be 35 mm 36 exposures for color,
high speed Ektachrome and, for black and white, triple X.
Arrangements must be made for overnight printing of both black and white and
color. Color must be returned in mounted slide form and black and white is
best returned in jumbo prints (if possible — if not possible regular contacts will
suffice). Slide photographs of drawings will be made early Monday morning for
Monday morning processing and afternoon sorting for presentation. Black and
white sorting will occur Sunday morning for plate processing starting around
now. Left over slides and black and white prints are the property of whomever
retrieves them. Slides for presentation must be the property of the liaison
committee for subsequent presentations.
SECRETARIES The secretaries for typing of the report should be highly skilled. It is ideal if
they can be a group that has worked together before. One person must be a
leader who will assign work to assure a good flow and meet needs of team
members. If a word processing typewriter is available, there should be a
secretary who knows how to use it.
The need for secretaries may go something like this:
Saturday 8PM - Midnight
Sunday LOAM - Noon
Noon - 4PM 2
4PM - 8PM 3
8PM - 8AM Monday 4
PRINTER The printer must be selected well in advance and must be a skilled, under-
standing and patient person. The work and deadlines must be clearly understood
and a reasonable, fixed price for the work agreed upon. Often, but not always,
he will be the one to make the screened photo plates.
tu
6 Itinerary
29
I
Ell
SCF EDULE The timetable of each team will vary widely to meet specific local conditions.
It should be
developed in
considerable detail in collaboration with the team
chairperson prior to the team's arrival. An outline of a typical itinerary might
be as follows:
thursday
evening
team arrival
introduction
Friday
morning
physical overviewfreconnaisonce
foot, bus, air
afternoon
meeting with community leaders
resource people
evening
work: problem definition
possible social event
saturday
morning
meeting with citizen groups, special interest
groups
afternoon
work: problem definition
detail work with resource people
evening
work: develop central themes
sunday
morning
words and drawings
afternoon
report development
evening
report production (to 8:00 AM)
monday
morning
sleep
report printing starting around 6 to 8 AM
afternoon
presentation preparation
press conference
evening
presentation
wind -down
tuesday
morning
return home
TEAM INTRODUCTION The team will arrive Thursday evening after dinner: An informal get together
should be scheduled starting at that time and the best place is the chairpersons
suite. Team members will be met by members of the steering committee and,
of course, will arrive at different times.
It should be a very informal time. Introductions will be made all the way
around. Participants will discuss their perceptions of problems. Steering
committee members are most welcome.
PHYSICAL OVERVIEW The team and students, together with their steering committee guides, will
inspect the study area by air, bus, foot — even boat. -
The air inspection is best by means of helicopter because it can fly low and
slowly. If this is'not possible a light plane will do. It may be necessary to
arrange for either two planes or two trips in one plane. It is necessary to plan
for alternate scheduling because of the weather. Rush hour traffic is often best
observed from the air. Provide regional maps for the team.
The bus survey is best made with everybody in a single vehicle. It should be
high enough to see above traffic. There should be a microphone for the guide.
It helps to have maps marked with the route. The media are welcome.
Tours on foot are generally limited to downtown. They should be arranged to
see the problem areas — vacated shopping areas and ghettos — as well as the
nodes of vitality. The media are welcome.
MEETINGS WITH The team will meet with many diverse groups. It may be necessary for the
team to split up and exchange information later. Careful scheduling is
COMMUNITY LEADERS
important to not overwhelm the team and the space and to save people's time.
AND RESOURCE PEOPLE Each group should make a short presentation of its activities and viewpoints and
respond questions.
Such groups should be represented as:
mayor, council, and administration
planning board and planners
31
county/regional authorities and agencies
Chamber of Commerce
downtown businessmen
League of Women Voters
historic groups, churches
service organizations
developers, real estate people
special purpose authorities such as transit or housing
environmental groups such as Sierra Club
educational representatives of school system, college or university
Team members may later wish to talk again to individuals who have appeared.
It is important to make sure of their availability and to keep a record of those
attending together with their home telephone numbers. These sessions may
well be taped for valuable quotes. The media is welcome.
SOCIAL EVENTS While it is a temptation to introduce the team informally to the community,
such events must be kept to a minimum because of the limited time. However
it may be judged advantageous to arrange a dinner with members of the local
chapter or the sponsors of the project. The best time for this activity is Friday
evening.
MEETING WITH These sessions are generally best held on Saturday morning when people are not
CITIZENS GROUPS at work. Considerable effort must be made to get people to turn out — notices
must go out to the various organizations well in advance and phone calls made
the day before. Prior media coverage helps.
There should be plenty of floor microphones if the meeting is large. Taping
provides the opportunity for valuable quotes later an. The meeting should be
32
chaired by the team chairperson. The team may again decide to divide into
groups to facilitate communication and it is necessary to keep the names and
phone numbers of those attending. The media is welcome.
The groups to be included are:
neighborhood groups
churches
PTA's
NAACP
senior citizens
teenagers
ethnic groups
historic and preservation groups
resource people to deal with problems such as:
jobs and income
welfare problems
crime
recreation
elderly
participation in economic life
housing
transportation
schools
WORDS AND DRAWINGS Most of the non -architects often like to withdraw from the central activity to
write. Many of them prefer to type, write longhand or dictate to a machine
(rather than to a secretary). Clumsy or unmatched equipment is more of a
hinderance than help. Several drafts of copy are generally required. Copy for
acknowledgements, biographies of team members and the like can often be
written by liaison committee members. All copy goes to the printer camera-
ready.
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L
The size and technique of drawings are generally set by the printing process. It
is generally good to limit report drawings to two times report size (IT' x 22")
and to black line on white background with no tones. It is generally good to
draw a clear base map in the beginning and copy it for overlay for specific
information. Drawing over slides and'oerial photos saves a lot of time. It is
important to get drawings started early even before conclusions are solidified.
Some drawings may have to be wasted because they don't work out as
anticipated or they don't address the final issues. It is important to recognize
that the originals are the property of the author.
REPORT PRODUCTION This work must be developed carefully because it represents tremendous effort
and must occur under tight scheduling conditions. The printer must have been
selected well in advance and concurrance on all deadlines — his and the team's -
reached. The process 'should be reviewed by the team chairperson on his
reconnaisance visit.
The responsibility for the actual report production must lie with the committee
and students (one person should be in charge). The team will be writing and
drawing up to last minute.
A careful assessment of the number of copies needed must be made. A second
printing is usually difficult and expensive. The AIA will require 150 copies for
broad program use.
The story board technique is used by many teams and works like this:
assume report will be IOU pages
put 100 blank pages on the wall
as outline materializes: assume bulk of each section and put it one the
blank pages
as rough copy appears, copy it and install it in its place
something for drawings, diagrams and maps
replace rough work with finished as it is done (use copies not originals)
34 number pages
Deadlines for photos will probably be earlier than other materials because of
the necessity for screened plates. It often occurs to people that certain writing
and art work can be done prior to the teams arrival, but it never really works.
However cover, format and binding must be worked out by the team early in the
game. Complete book printing is not necessary by the time of the final
presentation —generally 10 to 20 percent will suffice for the public meeting and
the rest can be printed in the remainder of the week. .
PRESS CONFERENCE By late Monday afternoon conclusions have been reached, the work done and the
team has had a brief respite. It is a good moment for a wrap-up with the media
prior to the presentation. There is wide flexibility as to how this is best carried
out.
FINAL PRESENTATION It is important that final presentation be very well publicized. The team
presents with slides for about an hour and takes another hour for discussion.
Some chairpersons assign the final presentation to one specific team member so
that it will not be slighted because of the report production pressures. The
slides are sorted and the presentation run through generally late Monday
afternoon.
After the presentation all adjourn for wind -down evaluation and refreshment.
REPORT DISTRIBUTION The number of copies of R/UDAT reports required will vary from one
community to another. A second printing is sometimes difficult to get. A
typical distribution might be:
community
700
local participants
150
team members
SO
6 each
R/UDAT program chairman
50
AIA headquarters
50
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7 Follow•up Planning
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The best measure of a successful R/UDAT is the degree to which local citizens
and government "buy into" the process of urban design. This is evidenced not
only by continuing efforts to expand on and implement R/UDAT recommen-
dations but perhaps more importantly by efforts of local government and
communitites to utilize urbah design in other areas on other issues. A
successful R/UDAT should help create on atmosphere in which citizens demand
a comprehensive responsive approach to improving their communities in which
politicians see urban design as a valuable political tool for realizing community
goals, in which urban design capabilities in the public sector are initiated or
expanded, and in which specific urban design commissions for competent
professionals are generated.
START EARLY Therefore considerations for follow-up must be initiated at the start -- to wait
until the report'is distributed is to miss important opportunities. Follow-up
responsibilities must be defined early and assigned to responsible committee
members.
ITEMS OF CONCERN Review of report with community leaders.'
Implementation of high early success projects.
Establishment of new groups:
downtown development corporations
implementation committees
new planning groups
Development of financing tools and mechanisms.
Enactment of necessary legislation.
Continuing of public relations program follow-up.
Periodic reports should be issued by the follow-up subcommittee to all
concerned.
Some previous efforts that have proven valuable are:
Annual evaluation meetings by the concerned groups continue interest and
provoke further action. 37
8 Afterword
g/UDAT teams have been invited back, in part or in total.
Detailed, regular implementation workshops have been held.
It is obvious that no process that depends so much on improvisation can be
error -free. It may be of interest to know some of the commonly encountered
difficulties:
A lack of adequate information, either in the packet or in the work is
frustrating to team members.
Lack of involvement of key decision makers.
Too many social events
Local people get over -involved and act as team members.
Inadequate media coverage
Team members arrive late or leave early.
Inadequate citizen participation causes frustration.
The budget is underestimated and the subsequent discomforts are encoun-
tered.
Lack of prompt payment of reimbursements has caused frustration and
embarassment.
One noble person tries to do the work all alone.
It is the sincere hope that many questions concerning the R/UDAT process have
been answered in this handbook and that the energetic spirit of the total
activity is conveyed. For answers to further questions, it is suggested that you
call the Director of Urban Programs for the AIA at 202-785-7363, or the
current chairperson of the R/UDAT program or, if selected, the head of your
team.
it
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