GUDP_programe details_2014-09-21

Global urban development program 2014-2105

Round One:

Stockton District 6 Revitalization

OBJECTIVE

Urban designers and development professionals have to work in increasingly complex, uncertain, and rapidly-changing environments, and the smallest decisions affect millions of people and their quality of life. Furthermore, the building industry is recognizing the need for more holistic and interdisciplinary approaches to urban development, engaging not just planners and designers but economists, political and social scientists, architects, engineers, and - most importantly - the public. Collecting accurate and valu-able data, engaging local communities, positioning strategic interdisciplinary solutions, and carefully adapting systemic impacts will be more and more crucial for the future of cities.

The Global Urban Development Program was created in 2012 as an immersive, interdisciplinary, and international project-based learning course. Its goal is to innovate in the urban development fields and transform students into the next generation of global, multidisciplinary professionals. GUDP leverages the global clientele network of organizing practice Cloud Architecture Studio to provide real-world problem solving experiences within the university academic structure. Participants will develop their individual abilities to recognize and interpret realistic demands and issues in the urban development context as well as collaborate with a larger project team that shares a common goal.

Students will learn how to:- Gather and analyze large quantities of information about urban environments.- Identify and understand complex systems, interdependencies, and causal relationships.- Formulate and communicate practical decisions for urban development.- Use strategic thinking and interdisciplinary approaches as keys for successful team process.- Write a professional report, meet demands for documentation, negotiate with real stakeholders, and perform self-evaluation.

We are selecting students from multiple partner universities to participate in this round from October 2014 to February 2015. Background skills we believe are important include urban studies/design/planning, real estate, economics, finance, political/social science, public health, architectural design and civil engineering. It is our hope that the student teams utilize the wealth of peer resources and mentorship they have to solve multidisciplinary problems. We also hope that the students will explore new tools for global teamwork and develop effective collaboration across continents and time zones.

All participants should take an active role in shaping this course by providing feedback and suggesting improvements for the project curriculum and deliverables. By having a successful and enriching experi-ence, we hope to be able to sustain GUDP for many years to come.

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Package 2: Development Proposal.

Proposing strategies for revitalization of District 6. Due Dec. 12, 5PM PST. Live presentation time TBD.

Full site plan showing all proposed sitesSelection from provided list (and any others proposed)Make sure clear names are provided to distinguish between each

Development VisionDescription and illustration of systems-based thinking and development principlesHow to market ideas to the public

Financial ProposalTimeline of investments over long-term periodFinancing sourcesRisks and Mitigation

Policy Recommendations Recommendations to municipality in regards to policies, zoning, budget, urban infrastructure, etc.

Decision Matrix (if applicable)

Definition of Key Projects (school, retail, housing, park, streetscape, budget, etc.)Variety of concrete urban development projects based on the given sites and corridorsBasic visualization and description of the project conceptFeasibility and logisticsTo be reviewed by the city for further development

Package 3: Draft Delivery.

Dividing into breakout teams to develop specific key projects. Rough draft. Due Jan. 30, 5PM PST

Teams of 3-5, each presenting their own package

Introduction to chosen projectFocus on a narrativeInclude source research from local community, businesses, etc. when possibleInclude numerical data that is important to design/developmentSWOT analysisTeam structure

Urban design/architectural design (if applicable)Conceptual approachHow programmatic elements will interact with siteSustainable design strategiesPhasesDrawings and renderings

Engineering logistics (if applicable)Environmental considerationsConstruction logistics

Budget/financing (if applicable)Financial model for specific projectRisk and feasibility analysis

PR PlanHow to market project to the publicDescription of relevant stakeholders

Package 4: Final Delivery.

Compiling all work, incorporating all feedback to date. Due Feb. 13, 5PM PST. Live presentation time TBD.

Like Package 1 and 2, once again a single package for the whole class - Breakout teams need to coordinate single template for all individual projects from Package 3, how to layout and organize

Summary of previous packagesChoose what is most important to explaining your solution. Focus on the most crucial research points and the logical decision-making process that took you through site selection, programming, etc.

Select a final solution from the alternatives in Package 3 (if applicable)Show as much detail as necessary to explain your decisionFocus on the vision, and how your development will affect the cityThis package will be viewed by the city, and the public. Please address your target audiences as a professional design team pitching a clear, rational, and exciting plan for development.

Two versionsOne slideshow presentation, maximum 100 slidesFull report, A4, no page limit (include everything!)

After each package is submitted to the city, the representatives will provide feedback and suggest chang-es where necessary. Response to these suggestions should be reflected when the team turns in a cumu-lative report on all work completed before the final presentation.

PROJECT ASSIGNMENT

Stockton, California is looking for strategic solutions to redevelop and revitalize its District 6 neighborhood in the midst of political, economic, and social challenges.

Following the 2008 economic crisis, in 2012 Stockton became the largest city in U.S. history to file for bankruptcy (surpassed by Detroit in 2013). The city has recently come out of bankruptcy and is undergoing positive change through young new leadership like District 6 Councilmember Michael Tubbs (Stanford ‘12), but deeply-ridden problems such as drugs, crime, unemployment, and dilapidated infrastructure still hinder large-scale improvements to urban life. The city was recently sued by the State Attorney General and the Sierra Club over its master development plan for excessive growth and is currently undergoing revision, having been required to focus less on urban sprawl and more on urban infill, industrial and commercial revitalization, energy-efficiency, and sustainability. Specific empty parcels in District 6 present concrete opportunities for urban and architectural intervention.

Representing the city of Stockton for this project is a consortium of key stakeholders led by Councilmember Michael Tubbs. They see great value in working with a team of young, interdisciplinary professionals who can provide a global perspective and innovative solutions to their local challenges. Some other individuals and organizations involved include:

- Hector Lara, Reinvent South Stockton Coalition- Fred Sheil, STAND Affordable Housing- William Maxwell, Historian, Bank of Stockton- Steve Chase, Stockton City Development Director- Kevin Parrish, Local Reporter, Record Net- Micah Runner, Economic Development Strategic Plan- Carol Ornelas, Visionary Home Builders- Barbara S. Kauss, Housing Authority

Your research will be presented to the city in packages over the course of four phases:

Preliminary Research: Studying the city and identifying key systemic challengesDevelopment Proposal: Proposing multiple development ideas for District 6Draft Delivery: Selecting the best plan(s) for development, first pass at designFinal Delivery: Compilation of all work incorporating all feedback to date

There may be opportunities after the project to implement the best plan(s) for development in long-term collaboration with the city and Cloud Architecture Studio.

The purpose of the project is to make strategic decisions about how Stockton should approach development that best suit the synergistic interests of residential, commercial, and industrial sectors. As participants you will first work as a single team in the research and proposal phases. The team will include members from all participating universities and combine a diversity of skill sets. The team will deliver a comprehensive feasibility/financial study of development approaches on specific sites (many are provided), which will be reviewed by the city and then developed in the final phase of the project by smaller, design/engineering-oriented breakout teams. Your goal is to use all resources available to you to examine the city and make the best decisions for urban growth and development.

DELIVERABLES

The deliverables of the student team will consist of a series of information packages that you will provide to Stockton on predetermined dates, as outlined below. As with a real-world project, specific details will be introduced and modified flexibly as we progress through the challenge together.

The deliverables should be PDFs created for slideshow presentation. Each team will also be required to maintain an updated website with their packages neatly organized for viewing and feedback from the client, mentors, and community. A generic website host and template will be provided by the owner, but the teams are encouraged to develop the “public face” of their project.

Teams should focus on communicating “visually” instead of “textually” whenever possible. Deviation from the details listed below may be necessary given the specifics of the site and should be reviewed on a case-by-case basis.

Package 1: Preliminary Research.

Studying the city and identifying key conditions. Single deliverable for full team. Due Nov. 14, 5PM PST(students are recommended to add even more info about the project as necessary for their vision)

City/Project IntroductionProject title (i.e. “Stockton City Report”)Name of team members with their locations (global map recommended)100 words or less describing city and proposed projectGeneral information about city (history, culture)List of the major research goals of the teamGraphics which visually communicate ideas presented in text

Economic AnalysisMajor industries and commerceCommunicate through graphs, charts, tablesFocus on major economy parameters (prices, income, currency, etc)

Political/Legal AnalysisMunicipal government structurePrimary authorities governing urban environment, infrastructure, propertyDocument and analyze past city plans and legal situations

Cultural/Social AnalysisDemographics (people, ethnicity, religions, age, income, employment, education)Crime and drug conditions

Environmental AnalysisEnvironmental conditions (geography, climate, hazards)Energy resources

Urban AnalysisSite plan (from Google Earth or self-created), both at the city level and focusing on District 6 and all listed sitesTransportation (major traffic nodes and routes)Zoning (major residential, commercial, industrial, civic areas)Green areas, notable landmarksProposed sites and preliminary analysis

SWOT AnalysisConclusion based on above analysis (strengths, weaknesses, opportunities, threats) at the city level and at the District 6 level

Case StudiesAt least five cases from other parts of the world with similar conditions as analyzed in the package, lessons learned from urban development

Questions to the cityFirst official opportunity to submit RFIs, limited to 10 questions.

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TEAM PROCESS

This course is based on the Project Based Learning model currently being researched at Stanford Univer-sity. As development projects begin to take on an increasingly global scale, professional teams will become spread across multiple continents and require efficient new work practices in a virtual commu-nication environment. Here you will get to experience global teamwork between universities on differ-ent continents. Every team member will have a crucial role in a specific discipline, and communication will be just as important, if not more important, than implementation.

MEETINGS

First and foremost, your team must develop a workflow and communication structure that is unique to you. There is no one right way to work in teams, and often the process of constantly designing and re-designing your interactions is beneficial in the long run. However, these recommendations might prove helpful:

Plan to meet at least once a week, as a whole group. While you may find that workload may change from week to week, at a minimum you should meet to sustain constant engagement from all members of the team and develop a consistent routine.

Do not waste time in a meeting doing ‘show and tell’. Many virtual teams waste upwards of 20 minutes at the start of every meeting going one-by-one to inform the team what they did since the last meeting. Since this is simply one-way communication, it should be done as a ‘pre-meeting debrief’. Have every team member write down their tasks performed and pressing issues on a shared document the day before the meeting, so that every team member can read up on the group’s activities before the meeting begins.

Focus on solving problems or brainstorming new ideas. These are activities that require having all team members present, and should be the major reasons for investing time in meetings. Keep in mind that meetings are not substitutes for working time, but rather a precursor. Every meeting should have a clear end goal or goals.

Be very clear about start and end times of meetings. As global team members will be checking in from multiple time zones amidst busy schedules, it becomes increasingly crucial to be strict about time. Get into the practice of being ready for an online meeting 10-15 minutes before the agreed-upon start time (this could be perfect time to read through the ‘debrief’). Also make sure that the end time is clearly stated at the start of every meeting, so that the flow of discussion will be considerate of this time. Do not get into the habit of going over agreed end times; if you find this to be common, either you need to change your flow of discussion or create more meetings.

Identify a ‘facilitator’ to each meeting. This can be the same person every time or a rotating position. The facilitator should have the authority to direct conversation in order to hit all agenda items by the agreed-upon end time. The facilitator should also administer voting processes where necessary and encourage participation from all team members. The facilitator may also be responsible for note-taking, but this role can also be given to a separate member or to the whole team using a collaborative docu-ment.

Create an ‘immediate action’ list. Most meetings fail because the participants immediately ‘check out’ after an exhausting hour of discussion and neglect action items that are best done right after a meeting, when thoughts are still fresh or while time has not been wasted. These include emails, calls, transfer of files, research, edits, smaller problems to solve in sub-groups, or other small tasks. Be very clear in the meeting about what tasks should be completed by specific team members within 15 minutes of the meeting ending. By completing these ‘immediate’ tasks you will significantly increase the progress of the team. Long-term tasks should also be assigned to specific members and given clear deadlines and inter-dependencies.

Share all work and manage backups. In most cases it is much more beneficial for the team if each team member makes his or her work transparent to the entire team. For example, written documents should be shared online, and working files should be synchronized. In this way the distance between global team members does not compromise ‘real-time’ engagement, and every team member will always have the most information possible to successfully complete his or her own task. However, this ‘sharing’ may at times be difficult because of the limitations of technology. Some tools may be better than others, but it is best to also develop a clear naming structure of work by contributor and by date.

TOOLS

There are a variety of tools on the web that can assist virtual collaboration between design teams. After you have developed a sound work practice within your team, use these tools to your advantage.

Dropbox: This is currently one of the best tools for sharing files. Create a shared folder for your team and organize work by file types and/or disciplines (computer models, excel sheets, documents, presentations, images, etc.). Make sure that use of this software is paired with a strong file-naming convention agreed upon by your team. (www.dropbox.com). An alternative is Box (www.box.com), for which Stanford students receive a free 25GB.

Google Docs: This is one of the easiest ways to work collaboratively on text online. This may be a starting point for organizing meetings via prepared outline templates. It is also a good place to edit documents with the whole team before transferring to advanced software for formatting/layout. (docs.google.com)

Asana: This is a recommended project management software that allows projects to be organized into sub-projects with individual tasks assigned to individual members with specific deadlines. It is also useful to assign followers to tasks so it is clear who needs to stay updated on what work. Discussions can be had within each task, and files from Dropbox or Google Docs can be attached within a conversation.

Google Calendar: This is an useful tool for synchronizing meeting times and ensuring that each team member is informed of all events. Make sure to create a team-specific calendar and synchronize it to each team member’s individual calendars. iCal is similar. (www.google.com/calendar)

Google Hangouts: This is an useful tool for having video meetings with tools for screen sharing and collaborative document editing. There are no limitations to the number of participants. Alternatively, the team could use the trial version of GoToMeeting (30 days, can be rotated through members of the team).

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TEAM PROCESS

This course is based on the Project Based Learning model currently being researched at Stanford Univer-sity. As development projects begin to take on an increasingly global scale, professional teams will become spread across multiple continents and require efficient new work practices in a virtual commu-nication environment. Here you will get to experience global teamwork between universities on differ-ent continents. Every team member will have a crucial role in a specific discipline, and communication will be just as important, if not more important, than implementation.

MEETINGS

First and foremost, your team must develop a workflow and communication structure that is unique to you. There is no one right way to work in teams, and often the process of constantly designing and re-designing your interactions is beneficial in the long run. However, these recommendations might prove helpful:

Plan to meet at least once a week, as a whole group. While you may find that workload may change from week to week, at a minimum you should meet to sustain constant engagement from all members of the team and develop a consistent routine.

Do not waste time in a meeting doing ‘show and tell’. Many virtual teams waste upwards of 20 minutes at the start of every meeting going one-by-one to inform the team what they did since the last meeting. Since this is simply one-way communication, it should be done as a ‘pre-meeting debrief’. Have every team member write down their tasks performed and pressing issues on a shared document the day before the meeting, so that every team member can read up on the group’s activities before the meeting begins.

Focus on solving problems or brainstorming new ideas. These are activities that require having all team members present, and should be the major reasons for investing time in meetings. Keep in mind that meetings are not substitutes for working time, but rather a precursor. Every meeting should have a clear end goal or goals.

Be very clear about start and end times of meetings. As global team members will be checking in from multiple time zones amidst busy schedules, it becomes increasingly crucial to be strict about time. Get into the practice of being ready for an online meeting 10-15 minutes before the agreed-upon start time (this could be perfect time to read through the ‘debrief’). Also make sure that the end time is clearly stated at the start of every meeting, so that the flow of discussion will be considerate of this time. Do not get into the habit of going over agreed end times; if you find this to be common, either you need to change your flow of discussion or create more meetings.

Identify a ‘facilitator’ to each meeting. This can be the same person every time or a rotating position. The facilitator should have the authority to direct conversation in order to hit all agenda items by the agreed-upon end time. The facilitator should also administer voting processes where necessary and encourage participation from all team members. The facilitator may also be responsible for note-taking, but this role can also be given to a separate member or to the whole team using a collaborative docu-ment.

Create an ‘immediate action’ list. Most meetings fail because the participants immediately ‘check out’ after an exhausting hour of discussion and neglect action items that are best done right after a meeting, when thoughts are still fresh or while time has not been wasted. These include emails, calls, transfer of files, research, edits, smaller problems to solve in sub-groups, or other small tasks. Be very clear in the meeting about what tasks should be completed by specific team members within 15 minutes of the meeting ending. By completing these ‘immediate’ tasks you will significantly increase the progress of the team. Long-term tasks should also be assigned to specific members and given clear deadlines and inter-dependencies.

Share all work and manage backups. In most cases it is much more beneficial for the team if each team member makes his or her work transparent to the entire team. For example, written documents should be shared online, and working files should be synchronized. In this way the distance between global team members does not compromise ‘real-time’ engagement, and every team member will always have the most information possible to successfully complete his or her own task. However, this ‘sharing’ may at times be difficult because of the limitations of technology. Some tools may be better than others, but it is best to also develop a clear naming structure of work by contributor and by date.

TOOLS

There are a variety of tools on the web that can assist virtual collaboration between design teams. After you have developed a sound work practice within your team, use these tools to your advantage.

Dropbox: This is currently one of the best tools for sharing files. Create a shared folder for your team and organize work by file types and/or disciplines (computer models, excel sheets, documents, presentations, images, etc.). Make sure that use of this software is paired with a strong file-naming convention agreed upon by your team. (www.dropbox.com). An alternative is Box (www.box.com), for which Stanford students receive a free 25GB.

Google Docs: This is one of the easiest ways to work collaboratively on text online. This may be a starting point for organizing meetings via prepared outline templates. It is also a good place to edit documents with the whole team before transferring to advanced software for formatting/layout. (docs.google.com)

Asana: This is a recommended project management software that allows projects to be organized into sub-projects with individual tasks assigned to individual members with specific deadlines. It is also useful to assign followers to tasks so it is clear who needs to stay updated on what work. Discussions can be had within each task, and files from Dropbox or Google Docs can be attached within a conversation.

Google Calendar: This is an useful tool for synchronizing meeting times and ensuring that each team member is informed of all events. Make sure to create a team-specific calendar and synchronize it to each team member’s individual calendars. iCal is similar. (www.google.com/calendar)

Google Hangouts: This is an useful tool for having video meetings with tools for screen sharing and collaborative document editing. There are no limitations to the number of participants. Alternatively, the team could use the trial version of GoToMeeting (30 days, can be rotated through members of the team).

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CONTACTS

CONTACTING ORGANIZERS

The teams should engage in regular dialogue with the project organizers from Cloud Architecture Studio and all assisting faculty members. Where there are questions regarding details in the project assignment or requests to modify information, a professional inquiry should be directed to [email protected]. The organizers will discuss your question and provide a professional response, which will be made visible to all student participants if appropriate. When the Committee determines that a change needs to be made to the project handout, they will revise as an Amendment and notify all participants.

Individual Cloud Architecture organizers by locationDerek Ouyang (Stanford) [email protected] Mihelcic (Ljubljana) [email protected] Kusar (Ljubljana) [email protected]

Faculty Advisors by locationGlenn Katz (Stanford) [email protected] Barton (Stanford) [email protected] Cirman (Ljubljana) [email protected] Filipič (Ljubljana) [email protected]

CONTACTING THE CITY

Communication with the city will be through a professional Request for Information (RFI) that must submitted through the organizers. A template will be provided in the appendix. The first opportunity to submit RFI’s will be in Package 1. After Package 1, there will be a set limit of RFI’s per week. Note that response times may vary depending on the availability of the city representatives and should be factored into the team process.

CONTACTING MENTORS

A network of mentors is available to assist with various aspects of the project. If the team is unsure how to approach the mentorship base, they should first contact the organizers with the question regarding the project and we will discuss which mentor is best for the question and forward the question. After that, private discussion with the mentor should be coordinated by the team on a case-by-case basis. Mentors will also receive the packages and be invited by the organizers to give feedback directly to the teams.

MentorsNaseem Alizadeh, Bureau for Architecture and Urbanism [email protected] Best, Sustainable Design and Construction at Stanford [email protected] Vilfan, Ljubljana Faculty of Architecture [email protected] Miley, KPFF [email protected] Krasnykh [email protected] Tuovinen [email protected]

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READING MATERIALS

The following is suggested reading to become acquainted with the learning goals of the course and also to assist with research on Stockton.

THEORY

Alexander, Christopher. A New Theory of Urban Design.Gehl, Jan. Cities for People.Hester, Randolph T. (2006). Design for Ecological Democracy. MIT Press.Jacobs, Jane. The Death and Life of Great American Cities. 1961. Random House, New York.Koolhaas R., Mau B., SIGLER J.1995, S,M,L,X; Rotterdam; 010 PublishersLlewelyn Davies & Alan Baxter Associates, 2000, Urban Design Compendium, London.Mestomorfoze, zbornik, razni avtorji, Žepna, Ljubljana, 1999, (only for Slovene Students)Miles, Mike E., Berens, Gayle L., Eppli, Mark J., Weiss, Marc A., 2007, Real Estate Development, Principles and Process, 4th Ed.; Washington: Urban Land Institute Randall T., Adam R., 2009, Sustainable Urban Design, Max Fordham.Sorman AH, Giampietro M (2013). The energetic metabolism of societies and the degrowth paradigm: analyzing biophysical constraints and realities. Journal of Cleaner Production, 38:80-93.

STOCKTON

Davis, Olive. Stockton�: Sunrise Port on the San Joaquin. 1st ed. Woodland Hills, Calif.: Windsor Publications, 1984.Dietzel, Charles, William B Fulton, and Michael B Teitz. Urban Development Futures in the San Joaquin Valley. San Francisco, Calif.: Public Policy Institute of California, 2005.Federal Highway Administration. “Economic Development History of State Route 99 in California.” Fhwa.dot.gov, April 4, 2011. http://www.fhwa.dot.gov/planning/economic_development/studies/sr99ca.cfmMabalon, Dawn Bohulano. Little Manila is in the Heart: The Making of Filipina/o American Community in Stockton, CA. Durham, NC: Duke UP, 2013.Muskal, Fred, and Donna Treadwell. “Stockton, California: Education and Coalition Politics.” In Community Politics and Educational Change�: Ten School Systems Under Court Order, edited by Susan L Greenblatt and Charles V Willie, 298–315. New York: Longman, 1981.Tinkham, George H. A History of Stockton from Its Organization up to the Present Time�: Including a Sketch of San Joaquin County. San Francisco: W.M. Hinton, 1880. http://nrs.harvard.edu/urn-3:HUL.FIG:004267028.http://uli.org/advisory-service-panels/advisory-panel-stockton-boulvard-sacramento-ca/http://www.stocktongov.com/default.html, GIS pagehttp://www.advantagestockton.com/ http://stocktoncitylimits.com/

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PROJECT ASSIGNMENT 2DELIVERABLES 3TEAM PROCESS 6CONTACTS 8READING MATERIALS 9

GUDP_programe details_2014-09-21

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