Board of Alderman Summary



Presentation and interviews with Design Team Respondents to Town Request for Qualifications
203 S. Greensboro Project
 CRA and JSA Presentation Summary
Project Scope
I: Specifics for this site

  1. Cultural Amenities

  2. Direct People to Downtown

  3. Building consensus with community 

II: Opportunity to Gather Create an opportunity to have a building that can house many  uses.

  1. Create a green space on site.

  2. Sight sustainability

  3. Pedestrian and Cyclist friendly streetscape.

III: Opportunity to Connect (Candidate for traffic calming/pedestrian/cyclist friendly streetscape.)

  1. Multiple Vehicular Crossings

  2. Connection to bike path

  3. Proximity to Main St.

 IV: Opportunity to Serve

  1. Development of 203 S Greensboro allows Rec. and Park to consolidate their offices, programs, sand storage in one place.

  2. Opportunity to build multi-purpose spaces

  3. Consolidation of Rec. and Parks  would relieve space in Century Ctr and Town Hall

  4. The Police Dept. expands to fill most of Century Center, leaving Century Hall and support spaces as shared town space. 

  5. Town Hall utilizes space currently used as Rec. and Parks storage undergoes renovation.

  6. EOC/Training room currently at Fire Station 1moves to large room in Town Hall or 203 S. Greensboro.

  7. Fire Station 1 utilizes space that currently EOC/Training room, to expand and uplift bunkrooms and locker facilities.

  8. Public Works undergoes general building renovations and sit improvements.

  V: Issues to Solve

  1. Neighborhood sensitivity

  2. Scale and access

  3. Parking

  4. Flexible spaces

  5. Aesthetics

  6. Addressing climate change

  7. Planning for the future

VI:  Community Consensus The success of this project will truly hinge on building consensus w/the community.

  1. Public process

  2. Stakeholders

  3. Community input

  4. Listening

  5. Participation

  6. Neighborhood/Citizens

  7. Synthesis

  8. Communication

VII: Local Knowledge

  1. Orange County Public Facilities plus Downtown Carrboro Infill Projects.

VIII: Forward Thinking 
                  Integrating sustainable systems into our architectural projects at the earliest stages of the            
                  Design process is crucial to their success.

  1. Daylighting

  2. Walkability

  3. Open space

  4. Transportation infrastructure 

  5. PV panels

  6. Infill development

  7. Rainwater collection

  8. Innovation

  9. Smart technology

  10. Solar thermal

IX: Strength in Collaboration
 X: Team Organization

  1. Approvals

  2. Design and Engineering

  3. Construction

  XI:  Project Team

  1. CRA Associates, Inc.

  2. Jim Spenser Architects, PA

  3. Swanson and Associates

  4. RNM Consulting Engineers, Inc.

  5. LHC Structural Engineers, Inc.

  6. Cost Plus

  7. Theater Consultants Collaborative

 XII: Team Expertise

  1. Swanson and Associates, North Carolina Botanical Gardens

  2. RNM Consulting Engineers, Chapel Hill Town Operations Center

  3. LHC Structural Engineers, Progress Energy Center

  4. Theater Consultants Collaborative, Milton Rhodes Center for the Arts

 XIII: Vision and Opportunity
Final remarks

 "There’s going to be design elements that honor and preserve historic area   near South Greensboro. 
“Comes down to really good planning and having great communication and follow 
 through,” referring to parking issue.
“We will be transparent to the board and to the public.”

Project Team
Design Team:
Derek Jones
Managing Principals and Library Planning
Michael Rantilla
Project Manager
Iain Banks/Alyson Fletcher
Nelson/Nygaard Traffic and Parking Strategies
Chris Garris
Design Principal
Jayne Kim
Project Architect
Allen Pratt
Landscape Design
Engineered Designs, Inc.
Kimley + Horn Civil Engineering and Parking
Lynch Mykins Structural
Available Light –Lighting design
I: Environmental Benefits

  1. Reduces the impacts of natural resource consumption.
II: Economic Benefits
  1. Improves the bottom line.
III: Health and Safety Benefit
  1. Enhances occupant comfort and health of occupants.
IV: Community Benefits
  1. Minimizes strain on local infrastructures and improves quality of life.
I:2011- Precautionary List
  2014-Perkins + Will #1 Architectural Firm by Us Green Building Council
  2016- FItwell
  2017-Resilience Action List and Credit Catalog
  With 390 LEED certified projects to date, over 60% of which are Gold or Platinum, we have the    
   internal tools and formal processes to ensure certification every time.
II: Morgan State University- Centre for The Built Environment and Infrastructure Studies (CBEIS)
  1. Multiple disciplines under one roof
  2. Learning lab for sustainable design and engineering
  3. Multiple solutions of each system to compare options
  4. Interactive atrium displays to monitor performances
  5. AIA Maryland Public Building of the Year
  6. AIA North Carolina Merit Award
  7. AIA Baltimore Sustainable Design Award
  8. LEED Gold Certified
III: University of British Columbia -Centre For The Built Environment and Infrastructure Studies (CBEIS)
      This building exceeds LEED Platinum status, and key features include:
  1. Sustainable systems on display to educate public
  2. Planted solar shade and high performance building envelope
  3. Waste heat recover from adjacent building
  4.  Integrated photovoltaic and geo-exchange system
  5. Rainwater collection for potable use
  6. On-site purification of wastewater through a solar aquatics bio-filtration system
IV: Sustainably Energy/Sustainable Mechanical and Electrical Systems
  1. Energy recovery systems
  2. Low-flow plumbing fixtures
  3. Rain water harvesting
  4. Gray water systems
  5. Solar thermal water heating
  6. Lighting Optimization
  7. Geothermal Heating and Cooling
  8. Photovoltaic Systems
  9. Radiant floor and ceiling systems
  10. Chilled Beams
  11. High-efficiency A/C and electrical equipment
V: Design Consideration for Sustainable Systems:
  1. Right-size system to lower energy consumption
  2. Energy Modeling
  3. Life Cycle Cost Analysis
VI: Solar/Photo-voltaic Design Consideration (NC Clean Path):
  1. Battery Storage
  2. Building Orientation
  3. Roof Space Availability
  4. System Cost/Options
Holistic Parking Solutions:
Parking – at the Center of everything
Transportation planning, Urban planning, Traffic Engineering, and Urban Design
I: Mobility/Planning- Developing networks that link people to places
II: Access/Place- integrating land use/place making with the transportation network
III: Traffic Design- Ensuring efficient movement of peds, cyclists, transit, and motor vehicles though
       facility and design.
IV: Urban Design
  1. Designing for access and making human-scaled destination for people.
Local Knowledge:
I: Parking studies in Chapel Hill and Durham, NC
  1. Comprehensive parking supply/utilization surveys
  2. In-dept mgmt., enforcement, and policy review.
  3. Innovative strategies recognizing emerging mobility trends
  4.   Actionable recommendation with implementation strategies tailored to local context.
  5. Emphasis on livable, walkable town centers/downtown
 II:  Parking in Carrboro
       1: Carrboro DT Parking Plan, 2017
  1. Town controls a small percentage( 16%) of existing parking
  2. Surplus parking exists under existing conditions and future scenarios.
        2: Transform prior parking mgmt. recommendations into positive outcomes
  1. Price for demand to increase use of low -demand areas, increase  high-demand turnover
  2. Streamline payment, enforcement, and rate structure
III: Site Specific and System Wide Approach  
    1: Determine the necessary parking program (Parking study says Carrboro has a surplus of spots.)
  1. Mixed of uses
  2. Assessment of need
     2: System wide approach
  1. Park- Once
  2. Wayfinding
  3. Regulation
  4. Communication
     3: Factor in innovative parking practices
  1. Parking Districts
  1. Montgomery County, MC Enterprise Fund
  2. Ann Arbor, MI- DT Development
  3. Arlington CO., Va- Private Sector mgmt.
  4. Boulder, Co- Improvement District
  5. Boston, MA- Transportation Mgmt Association
  1. Emerging Mobility Trends
  1. Car share
  2. TNC’s ( uber, lyft)
I. Engagement/Visioning
  a. Time to think Big
  b. Question Core Assumptions
c. Encourage ‘Interdependent”: thinking
d. Focus on Actions and outcomes
e. Step Outside the Library and Art Ctr Box
f. Feedback loop
g. What is Carrboro Culture?
h. Open Dialogue
i. Needs/Wants
j. Expectation Management
k. No surprises “on budget and on time.”
  1. Case Study: Mississippi Civil Rights Museum
II: Engagement software and Data gathering
Much attention is paid to crafting meaningful survey questions and targeting low participation groups (via geo-targeting) prior to public meetings being held
A project website can aggregate the following data:
  1. Web Surveys
  2. Text Surveys
  3. Paper Surveys
  4. In meeting participation
  5. Community event kiosks
  6. Emails received by the project team
III: Engagement software – Data Analysis
  1. “Mayor Mode” view gives stakeholders high- level understanding of total participation
  2. Survey updates and improvement based on data analysis

Mixed Used /Hybrid Programs
I: How can we do more with less?
II: Library + Arts Ctr?
            I: Destination to Pathway
            II: Multiple Access Points
            III: Porus Boundaries/Shared Amenities
            IV: Scalable infrastructure
           V: Power of Partnerships
Final Remarks:
“We manage expectations. We are proactive when communicating what to expect… that will help the impact on the public.” 
“We have worked with multiple boards with multiple needs." One example Is The National African American Museum.
“We want to find out what is the real excessive parking story…. What really is accessible to the public?”
The Board then voted to go into a closed session.
The Board voted to open the closed session.
The Board voted to adjourn.

For more information please visit  to view the meeting minutes that will be posted after board approval.


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