Pmg Part4 Implementation

8/3/2019 Pmg Part4 Implementation

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SECTION

IMPLEMENTATIONPREAMBLE

This section will describe how to take the solutions in Section 3and begin the implementation process.

SECTION 4Implementation

INTRODUCTION

EVALUATION

SOLUTIONS

IMPLEMENTATION

RESOURCES

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ACHIEVING GREAT FEDERAL PUBLIC SPACES:

A PROPERTY MANAGERS GUIDE


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88 ACHIEVING GREAT FEDERAL PUBLIC SPACES: A PROPERTY MANAGERS GUIDE

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Once you have completed the Place Audit andworksheet exercises in Sections 2 and 3, thefollowing steps will help you move forward asyou prepare for the next phase of work on yourfacilitys public spaces. Each letter below (A-I)contains a sequence of outreach techniquesand activities. It is not necessary to follow eachstep in the order in which it is presented. Readthrough all the steps in their entirety first, thencarry out the tasks that seem most appropriate tothe work you are currently engaged in or planning

to undertake. If you are currently focusing onshort-term improvements, for instance, then theinternal steps will be most relevant at this time.If you are considering medium- or long-termimprovements, then both internal and externalsteps will prove useful.

INTERNAL AGENCY-BASED

IMPLEMENTATION STEPS

The first set of steps (A-E) focuses on workingwithin GSA and within your building. You can domany of these tasks on your own or with a smallgroup of staff and GSA colleagues.

A.DEVELOP AN OBSERVATION ROUTINE

Property managers are uniquely qualified toobserve how well their public spaces function ona day-to-day basis. The tasks outlined below willhelp property managers keep an eye on things,both systematically and comprehensively:

Keep a notebook in which to track yourobservations.

Walk around the property at different timeseach day of the weekfor example, early

morning when people are arriving for work;at lunchtime; and in the evening after dark

when tenants are leaving for home. Jotdown what people are doing at these timesof day, where they may be seeking shelter,

how they are moving through the space, whatareas they may be avoiding. Where are people

sitting? Where are they congregating? Watchpeople as they approach the building. Do they

seem lost? Do they have trouble crossing thestreet due to fast moving traffic or a lack ofcrosswalks?

Walk around the property at different times

of yearwhen the weather is hot and sunny,when it is raining, and, if possible, when it issnowing. Note how peoples use of publicspaces changes in different conditions.

Also keep track of the physical condition ofyour space. Make notes of outdated signage,dead plants, graffiti, burnt out light bulbs,overflowing waste receptacles, cracks in thepaving, and so on. Make a list of things thatneed to be repaired. Identify quick fixesthat should be made right away.

A. Develop an observation routine

B. Compile a list of short-, medium- andlong-term improvements from theSection 3 worksheets and from yourdaily rounds.

C. Identify federal agency resourcesthat can help implement the list ofimprovements.

D. Identify the regulations and approvalsthat would have to be amended orobtained to permit or encourage theimprovements.

E. Match the improvements with existingfunding sources available to you.

Planning for Implementation

INTERNAL AGENCY-BASED

IMPLEMENTATION STEPS

F. Identify key stakeholders to include inthe implementation process

G. Engage with key stakeholders

H. Expedite tasks that fall outside GSAsjurisdiction and responsibility.

I. Coordinate with public and privatepartners on capital construction orrepair and alteration projects.

J. Create long-term partnerships

EXTERNAL IMPLEMENTATION STEPS


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ACHIEVING GREAT FEDERAL PUBLIC SPACES: A PROPERTY MANAGERS GUIDE 89

Talk to your security personnel. Find outwhat questions they are being asked byvisitors and tenants. Ask them what needsattention or what may be a problem.

B.COMPILE A LIST OF SHORT-, MEDIUM- AND

LONG-TERM IMPROVEMENTS FROM THE

SECTION 3 WORKSHEETS AND FROM YOUR

DAILY ROUNDS.

Make a list of those items that are theresponsibility of GSA personnel. If possible,identify precisely whose area of responsibilityand jurisdiction these ideas fall under.

Make a list of those tasks that fall out ofthe range of GSA personnel jurisdiction andresponsibility. If possible, identify whose areaof responsibility and jurisdiction these non-GSA-related ideas fall under.

Prioritize all the GSA-related short-, medium-and long-term tasks in one list; do not divideinto segments based on the Action Points.

Locate the desired activities and improvementson a basemap of the site to create a conceptplan for what the changes will look like. Thiscan be used to guide implementation of bothshort-term improvements and long-termchanges to the site.

To promote the idea of making publicspace improvements, outline all thepotential benefits that would accrueto customer agencies, visitors, andneighboring businesses and institutions if theimprovements were implemented.

C.IDENTIFY FEDERAL AGENCY RESOURCES

THAT CAN HELP IMPLEMENT THE LIST OF

IMPROVEMENTS.

Select a group of GSA colleagues, includingprogram officers as well as facilities officers,with whom to share ideas.

Work with this group to generate a list ofagencies to approach about assisting withthe improvements.

Approach the federal and tenant agenciesyou have identified about assisting withyour public space projects, using the list ofbenefits from item (B) to build interest. Byhaving your tenant agencies and non-GSAfederal partners talk about the larger spin-offbenefits to be garnered by your efforts, youbuild external support for these ideas amongpeople who can assist you in getting themimplemented among GSA higher-ups.

D.IDENTIFY THE REGULATIONS AND

APPROVALS THAT WOULD HAVE TO BE

AMENDED OR OBTAINED TO PERMIT OR

ENCOURAGE THE IMPROVEMENTS.

Select a group of GSA colleagues with whomto share ideas.

Work with this group to generate a list ofrelevant regulations and approvals.

Take the list to your Property ManagementLeadership Network representative to discussat their next meeting.

Determine how flexible the regulations may be.

Talk to your Assistant Regional Administratorabout allowing you to a) modify the rules or b)test your ideas to see how well they work andthen modify the rules to allow them to happenmore regularly.

E.MATCH THE IMPROVEMENTS WITH

EXISTING FUNDING SOURCES AVAILABLE

TO YOU.

Brainstorm a list of available sources to fundthe improvements.

Develop a timeline showing how theimprovements can be phased in overconsecutive funding cycles.


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Review the Case Studies later in thissection for innovative, successful initiativesundertaken by GSA property managers.

EXTERNAL IMPLEMENTATION

STEPS

The second set of steps (F-I) necessitates abroader outreach effort to partners and potential

collaborators from around your city. Oneimportant thing to keep in mind is that the Place

Audit can be used at different stages in thisprocess. Whether you are developing an SFO,putting together a prospectus, or undertaking arepair and alteration project, you can conduct thePlace Audit with your partners to generate ideasand shape a sound strategy.

F.IDENTIFY KEY STAKEHOLDERS TO INCLUDE

IN THE IMPLEMENTATION PROCESS

As a GSA property manager, you possesscritical knowledge about the public spaceson and around your property. But a number ofother peoplekey stakeholdersalso have aworking knowledge of your public spaces, whichcan help deepen your understanding of bothchallenges and potential solutions. For this step,you may wish to form a steering committee withcolleagues from your building and downtownarea contacts. The committee can help youidentify additional stakeholders and prepare toconduct the Place Audit with a broader group.

Who are your key stakeholders?

People who use your building and its publicspaces:

Employees who deal directly with visitors toyour building

Building tenants

Client agencies

Building visitors

People who affect the environment around yourproperty: Owners, managers, and/or employees of

nearby properties

City agencies (Departments of Planning,Public Works, Parks and Recreation, etc.)

Chambers of Commerce, BIDs, downtownassociations, or other civic organizations thatproduce events and offer other services

Owners or employees of retail establishments

in your building or in nearby buildings

Potential partners for programming, retail, andother activity:

Retailers that could locate satellite vendingkiosks and carts at your facility

Visitors bureaus to encourage a connectionbetween downtown and your facility

Convention centers and arenas to coordinateand program before and after events onyour plaza

Musical groups, such as local orchestras,choirs, or marching bands, to perform atevents

Public art commissions to provide guidance onselection and location of temporary exhibitionsand works of public art

Schools and universities to use buildings forexhibition space

G.ENGAGE WITH KEY STAKEHOLDERS

Survey tenants, client agencies, and otherstakeholders identified in Item F about whatthey would like to see take place in the publicspaces inside and outside of the building.

Ask about:

- Everyday uses and activities

- Amenities

- Programming and special events

A number of peoplekey stakeholdersalso

have a working knowledge of your public spaces,

which can help deepen your understanding of both

challenges and potential solutions.


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Meet with the developers and owners ofprivate properties and present the long-termimprovements from Item H. Determine whatprivate development is planned for the blockssurrounding your building as well.

Develop a strategy for making improvementsto your property that will dovetail with thework planned by the city and private sector.

Include the citys concerns and plans inthe FedBizOpps announcement so that

bidders have an opportunity to addressand incorporate city design guidelines andstandards in their proposals from the start.

Prioritize and develop a phasing plan for theimprovements based on funding availabilityand the public and private sector projectsplanned or underway in your area.

J.CREATE LONG-TERM PARTNERSHIPS

If no expansion or repair and alteration projectis planned for the immediate future, but GSA orany of its public and private partners foreseesthe need for a major capital improvement in fiveor ten years time, it is still a good idea to shareplans as soon as possible. The following stepswill help you sustain good working relationshipswith your long-term partners.

Convene public and private partners todiscuss the broader, long-term goals ofeach stakeholder. Present GSAs future sitedevelopment/redevelopment plans, no matterwhat stage the ideas are in.

Brainstorm areas of overlapping goals andopportunities for cooperation.

Identify potential points of conflict that willneed to be resolved, keeping in mind thelarger, long-term goals of the collective effort.

If necessary, conduct a master planning effortfor a new site, and include the city in theprocess.

Contact First Impressions Architecture andLandscape Architecture IDIQ firms to assistyou with a more formal planning process orany step under items I and J.


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The following principles provide a frameworkfor achieving GSAs Public SpaceGoals, applying the Action Points, and

implementing the solutions described in theearlier sections of this guide. As you go forwardwith the process of improving your facilityspublic spaces, keeping these principles in mindwill increase your chances for success.

Although every public space has differentfeatures, resources, constraints, andstakeholders, the approach to maximizingtheir potential is similar. Certain situations andchallenges affect every GSA public spaceproject, and the principles offer ways to solvethese common problems and implementsolutions effectively from the outset of theprocess. Whether building or renovating facilitiesto meet core business goalsor even workingwith community partners to address clientconcerns about a facilitys surroundingstheprinciples offer useful concepts and techniquesthat can be applied to any GSA project thataffects public space.

1. THE COMMUNITY IS THE EXPERT

To create a successful place, it is essential toaddress the concerns, desires, and talents ofthe people who will use it. Tapping into the ideasand talents of a communitythat is, those whohave a stake in a particular placeis crucial indeciding how to improve an existing place ordevelop a vision for a new place. The people wholive or work in an area know from experiencewhich areas are dangerous and why, whichspaces are comfortable for lunching outside, in

which location the traffic moves too fast, andwhere children can safely walk, bike or play.They provide perspective and valuable insightsinto how an area functions; overall, they havea unique understanding of the issues that areimportant.

The community includes local partners, cityofficials, and others who we might traditionallythink of as the public. And remember thatcommunity means client too. Consider

all the different types of federal agencies ina GSA building, such as the Social Security

Administration, or Immigration and NaturalizationService, that generate high numbers of visitorsand depend on public access or visibility.

Agencies like the National Park Service orEnvironmental Protection Agency have missionsthat may be educational or of special localinterest, and a buildings public spaces presentopportunities to get those missions out to thepublic. Consider, too, any concern youveheard from a client agency about the quality oftheir workplace or its surroundings. All of theseagencies are key members of the community.In addition, stakeholders from the largercommunity may share many of these concernsand desires and, if asked, would be willing tobring valuable resources to the table to addressthese issues.

The sooner the community becomes involvedin planning a public space the better. Projectsare most successful when the community isencouraged to stay involved throughout the

process and eventually become stewards of theplace as it changes over time.

2. YOU ARE CREATING A PLACE

NOT JUST A DESIGN

In order for a federal project to create a valuablecivic place, the entire undertaking must beapproached more comprehensively than simplycreating a design. When people describe aplace they enjoy, they use words like safe,fun, charming, and welcoming. Thesewords describe the intangible qualities of a true

place the kind of place people talk about andreturn to over and over again. GSA knows bricksand mortar projects as well as anyone, but ittakes more than just the bricks and mortar tomake the place. While design is crucial, designalone cannot create a place that is inviting andactive. A truly successful project incorporateseffective ongoing management and requires theinvolvement of many different disciplines andstakeholders.

Eleven Principles For Turning Federal Spaces

Into Great Civic Places


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3. YOU CANT DO IT ALONE

Improving a public space and its surroundingneighborhood requires more resources andexpertise than any one individual or organizationcan provide. Never underestimate the value of abroad range of partners. Partners can contributeinnovative ideas, financial support or in-kindgoods and services that contribute to GSAsproperties as well as the neighborhood. Theycan help by collaborating on activities such as

joint marketing, fundraising, and security that aredifficult to organize at the scale of a single publicspace. Partners can also broaden the impact ofa public space by coordinating on improvementprojects or programming schedules.

In fact, the right partners can help GSA maximizethe potential of its public spaces even wherebudgets and human resources are constrained.GSAs public spaces can be very valuablevenues to support an organizations mission.In many cases, they can bring their programto GSAs space and create the activity without

requiring resources from GSA, since the valueof the public space makes it worth the partnerseffort. It pays to involve a broad range ofpartnersand to appreciate how GSAs publicspaces can offer attractive venues for them.

4. THEY ALWAYS SAY, IT CANT

BE DONE. BUT IT DOESNT

ALWAYS TURN OUT THAT WAY.

Because government is compartmentalized andfragmented, public officials often have a limitedability to deal with public spaces effectivelythemselves. In municipal governments, forinstance, there are myriad agencies that affectpublic space, but unfortunately, few cities havea single department or person responsible fordeveloping and managing public places. Also,these agencies often have larger mandates thatmake the creation of effective public spacesa secondary consideration. Therefore, whenan idea stretches the established habits of anagency, and an official says, It cant be done,

what that usually means is: Weve never donethings that way before.

This is especially challenging for GSA propertymanagers, given the very real fiscal constraints

and security concerns under which they operate,the preferences of tenant agencies, and the oftenpressing issues that compete for their limitedtime. However, changing ones perspective asto what is possible is the key to success. In fact,when you reach the point when people start tosay it cant be done, that usually means you arewell on your way to getting the most out of theproject. Bringing clients and partners into theprocess early on, and in a meaningful way, willenable you to overcome obstacles together andexceed expectations.

5. YOU CAN SEE A LOT JUST BYOBSERVING.

It is important for property managers to gainan intimate understanding of how their civicplace functions on a day to day basis. Regularlyobserving the way people use your facilityspublic spaces as you go on your rounds canyield tremendous insight into what people wantfrom the space and what improvements are

The community is the expert.

You are creating a place, not a design.

You cant do it alone.

They always say it cant be done.

You can see a lot just by observing.

Develop a vision.

Form supports function.

Triangulate.

Start with the petunias.

Money is not the issue.

You are never finished.

11 PrinciplesFOR TURNING FEDERAL SPACES

INTO GREAT CIVIC PLACES

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needed. People will often go to extraordinarylengths to use a less-than-optimal space in themanner that suits them best. For example, ifyou observe people using waste receptacles asplaces to sit (which happens more often thanyou would think), then that is a strong signal thatbetter seating is needed.By routinely observing the use of a publicspace, you will also be better prepared to guidepotential partners through the Place Auditto evaluate the facility. GSA has found thatobserving places together with clients and otherstakeholders goes a long way toward developingthe relationships that are needed to make greatprojects. Often, stakeholders have not had anopportunity to discuss their mutual interests andconcerns. Bringing them together to observe aplace is a highly effective way to further mutualunderstanding and trade insights and thoughtsas to who can contribute the energy andresources needed for improvements.

6. DEVELOP A VISION.

Every federal facility has its own communitywhose ideas can evolve into a vision for theplace. What is a vision? Put simply, it is anoutline of what people would like to see a placeused forwhat activities should happen thereand what amenities should be present. The visionshould be defined primarily by those who willuse the place, rather than the professionals orpublic agencies who are responsible for planningit and maintaining it. Creating a long-term visionfor programming and securing a facilitys publicspaces, as well as future site development,

will enable you to undertake the more easilyachievable short-term changes in ways thatsupport long term goals.

Property managers can start bringing forth theseideas by asking tenants to think about otherplaces they have enjoyed, the activities thatoccur in those places, and the physical elementsthat support those activities. GSA project

architects and staff from the Art in Architecture,Historic Preservation, Urban Development, andFirst Impressions programs can be brought into share successful examples from elsewhereto stimulate and excite people as well asdemonstrate what works and why. This will helppeople develop a vision for the place you aretrying to improve.

A comprehensive long-term vision extendsbeyond the property line. Consider how the areaaround your facility may change over time, andwhat local entities are likely to effect that change.By including these partners in the process ofdeveloping a vision, GSA can influence the futureof the surrounding area for the better.

7. FORM SUPPORTS FUNCTION.

As discussed in Principle 2, design alone cannotcreate a successful place, but it remains a criticalingredient. The important thing to keep in mindis that most great public spaces are designed

based on an understanding of how people willuse the space. Conversely, when public spacesfail it is often simply because function wasnever seriously considered at the outset of thedesign process. Completing the Place Audit inSection 2 will help determine what functions aredesirable in your facility. The sample solutionsin Section 3 will also help you understand whatdesign improvements will make the spaceattractive, usable and comfortable for peopleinother words, how you can use form to supportfunction.

Implementing some solutions may require thehelp of a designer or architect. In that case,the preceding steps in this guide are especiallycrucial for a GSA project team to follow, in orderto help their architects understand the programof desired uses, which should inform the designfrom the outset and make it more effective oncecompleted.

When you reach the point when people

start to say it cant be done, that usually

means you are well on your way to

getting the most out of the project.


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8. TRIANGULATE.

Triangulation refers to the fact that places withmultiple uses are more active, enjoyable, flexible,and stable than locations that have just one use.On the micro scale, it means locating elements insuch a way that they play off each other, creatinga synergy of activity. For example, a bench,a trash receptacle and a vending cart placednear each other triangulate because together,they create a livelier zone of activity than if theywere isolated from each other. On a larger scale,triangulation means creating districts with goodpedestrian connections and active ground flooruses, giving people several destinations withinwalking distance of each other.

For GSA buildings, where the mix of activitieswithin a building is mostly pre-determined,triangulation often means being thoughtful aboutwhere an agency or activity is placed within thebuilding. The placement of high traffic agenciescan be used to activate public spaces, andthis typically serves their business interests as

well. Placing cafeterias, credit unions, recruitingoffices, post offices, or the like on the groundfloor with direct physical or visual connections tothe outside can improve access and circulation,as well as enhance the image of the facility.

Additionally, the ability of these agencies togenerate high levels of foot traffic is a keycomponent in attracting partner organizationsto program the public spaces of the facility.When the ground floor of a facility is perceivedas active, then, for example, a theatre groupor farmers market will have a greater interestin using that location. This is the process by

which uses at a GSA facility can accumulate andtriangulate with each other.

9. START WITH THE PETUNIAS.

To create a good public space requires morethan long-term planning and large-scalechanges. Many great plans get bogged downbecause they are too complex, cost too much,or take too long to happen. Starting with quick

and inexpensive changes, however, can generatethe necessary momentum, commitment andbuy-in to make longer-term changes a reality.By showing results fast, like planting a bed ofpetunias in a formerly colorless plaza, a propertymanager generates broad additional support forother placemaking efforts. Short-term actionsare also a great way to test out ideas and givepeople confidence that change is occurring andtheir input matters.

In many of the most successful public spaces,short-term actions occurred at the outset andwere evaluated while longer-term planningwas in progress. One example is a downtownpark that was scheduled for a complete capitalrestoration. A preliminary step in this expensive,long-term campaign was to set up a book marketto draw positive activity. The experiment gaveconfidence to the organization managing theparks restoration and demonstrated that suchuses would draw people. When the park wasfully restored several years later, similar types ofuses were included in the final plan. Likewise,

short-term changes can be made to the interiorof a federal building as precursors to a majorrepair and alteration project. Replacing outdatedsigns, rearranging lobby furniture to createconversational seating areas, and adding interiorlighting can all be done quickly.

Good public spaces dont happen overnight,and people dont have all the answers at theoutset. The key is to provide for flexibility togrow the space by experimenting, evaluatingand incorporating the lessons learned into thenext steps. It is up to the property manager tonurture the space as it grows.

10. MONEY IS NOT THE ISSUE.

Since GSAs primary resources must be directedfirst toward meeting client needs, funds for purepublic space improvements are often scarce.But the lack of money should not be an excuseto do nothing. In fact, too much money oftendiscourages the inventiveness, creativity and

Developing the ability to engage local

partners is more critical to success

than a large financial investment or

capital project.


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persistence required to create a great place,because the pressure to spend it can resultin projects that overlook the smaller types ofimprovements that can have very strong impact.

As demonstrated in Principle 9, the way to startachieving GSAs Public Space Goals is throughsmall-scale, inexpensive improvements that havea positive impact at low or no cost. Amenitiessuch as vending carts, outdoor caf tables andchairs, umbrellas, flowers, benches, or movableseating are all relatively inexpensive and canget the ball rolling in creating a well-used publicspace.

It is also important to remember the value ofthe public space itself to potential partners. InGSA facilities located in Syracuse and Chicago,the location, level of activity, and visibility ofthe public spacescombined with the staffswillingness to work closely with local partnerselicited significant resources from outside GSA toactivate and manage these places (See the CaseStudies later in this Section). In the long run,developing the ability to engage local partners in

effective management of a space is more criticalto success than a large financial investment orcapital project (See Principle 11: You are NeverFinished).

Most importantly, when the lack of money is aproblem, it indicates that the wrong conceptis at worknot simply because the plans aretoo expensive, but because the project has notgenerated the broad-based buy-in that allowsGSA to leverage the resources of others. If thecommunitymeaning both client agenciesand outside stakeholdersis a partner in theendeavor from the outset, their involvementwill lead to a sense of ownership that will fostersupport and contributions, which will in turnmake the place grow and thrive. In other words,when the communitys vision drives a project,resources follow. The most successful publicspace projects tend to use an incrementalapproach in which the place grows little by little;accordingly, people become more and moreinvested as it grows. Such contributions are notnecessarily monetary. They may come in the

form of donated goods and services or volunteerlabor; the cost of any project is therefore reducedin proportion to the benefits received from thesecontributions.

11. YOU ARE NEVER FINISHED.

No matter how good the design of a space is, itwill never become a true place unless it is wellcared for. The reason is that good places are not

static. The use of public spaces changes daily,weekly, and seasonally. Given the certaintyof change and the fluid nature of the use of aplace at different times, developing the ability torespond effectively is absolutely critical.

According to Project for Public Spaces, abouteighty percent of any public spaces success canbe attributed to its ongoing management. A goodmanagement structure includes mechanismsto ensure effective communication with tenantagencies and clients and a reliable system fortracking and responding to requests. Applyingthis structure to public spaces means respondingproactively to issues related to the maintenanceand programming of a plaza or lobby, andmaintaining communication with securitypersonnel, adjacent stakeholders, and city staffin order to identify and resolve problems quickly.Good management, for example, means hostinga range of events, noticing changes in the use ofthe space and then acting on them, and havingthe ability to put out items such as movablefurniture at a moments notice.

There are several outstanding public spacemanagement models that GSA project managers

can follow. The Management Models includedin the next section provide an outline of themanagement structure of the James A. HanleyCourthouse and Federal Building in Syracuse,New York and the John C. Kluczynski FederalPlaza in Chicago, Illinois. Models such asthese show the value of GSA-managed publicspaces to outside groups and illustrate howthese spaces can be activated without placingdemands on GSAs limited resources.


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LOW COST

CHICAGO, ILLINOIS: PUBLIC SPACE

PROGRAMMING TURNS FEDERAL BUILDING

INTO A CITY-WIDE DESTINATION

Chicagos John C. Kluczynski Federal Plaza isused regularly for community events, includinga popular farmers market, making it a well-known destination that improves the image of

the Kluczynski Federal Building. The farmersmarket operates every Thursday from Mayto October. In addition, the Plaza has hostedan annual Oktoberfest, a Job Corps exerciseprogram, and the public schools City Yearprogram for high school seniors, as well asvarious cultural events, fairs, political rallies anddemonstrations. In the warm months the Plazais used an average of three days per week. Theactivity in the Plaza helps build partnershipswith neighboring institutions and businesses,and generally promotes a sense of community.Following implementation of the farmers market,the facilitys tenant satisfaction scores increased.

These benefits were realized with very little costto and effort from GSA.

Reasons for Success

Because of the Plazas central location andvisibility, it is in demand for use by outsideparties. The farmers market, for instance, isoperated in partnership with the City of Chicago.

Use of the Plaza includes an agreement with theevent sponsor that GSA will not incur any extracleaning or security costs. GSA provides no moresecurity than it would if there were no eventsin the Plaza. Chicago bicycle police regularlypatrol on the days the farmers market is active,and some large event sponsors, such as thosefor the eight-day Oktoberfest, provide additionalsecurity.

NORFOLK, VIRGINIA: TEAMING UP WITH

LOCAL BID TO ACCESS LOCAL RESOURCES

In 2004, GSAs Mid-Atlantic Region signed aservices contract with the Downtown NorfolkCouncil. Under the contract, the Council providescleaning services to the area around three federalbuildings in Norfolks newly revitalized GranbyStreet corridor. The Council has also playeda leading role in downtown Norfolks overallimprovement, effectively improving the workingenvironment and surrounding neighborhood forthe federal workers at GSAs Norfolk facilities.The Council is one of thirty BIDs nationwide withwhich GSA contracts for services. Unlike privateproperty owners that typically are assessed (ortaxed) to cover the costs of enhanced districtservices (including sidewalk cleaning, securitypatrols, marketing, etc.), as a federal agency

CASE STUDIES OF PUBLIC

SPACE IMPROVEMENTS

GSAs management staff and the BID team in Norfolk, VA.

The weekly farmers market at John C. Kluczynksi Federal Plaza.


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GSA may only contract for those services that itfinds are necessary and beneficial to the federalagencies at the GSA buildings in these districts.In various locations, GSA has contracted forsecurity patrols, streetscape maintenance, or acombination of these and other services.

Reasons for Success

GSAs property manager has found that theBID contract provides services that improvethe working environment for his client agenciesat a price that is fair and reasonable to thegovernment. Moreover, the contract discussionsbetween the Council and GSA also led toenhanced coordination on broader downtownissues. As the Councils Executive Director,Cathy Coleman, noted, Federal building securityofficers and our own security personnel areworking together much better now, sharinginformation. As valuable as our contract withGSA is, this type of coordination is just asimportant for keeping the neighborhood a greatplace to do business.

SYRACUSE, NY: THE BENEFITS OF

COMMUNITY PARTNERSHIPS AND

INTEGRATED SECURITY

The Party in the Plaza at the Hanley FederalBuilding and U.S. Courthouse is more than atwenty-year tradition; its a linchpin of communitylife in Syracuse, New York. Every Wednesdayin the summer, starting at about 5 p.m., theparty fills up the plaza and bands performmusic ranging from gospel to pop, country &western to R&B. Up to 5,000 people turn out tolisten, dance, and enjoy all manner of festivalfood. This makes or breaks businesses indowntown Syracuse, its like another weekendnight, says William A. Cooper, president ofthe UpDowntowners, the volunteer group thatorganizes the events. On top of that, proceedsare used to provide grants to local nonprofits.In recognition of the events significance to

Management Models

JOHN C. KLUCZYNSKI

FEDERAL PLAZA

Chicago, IL

Managed by: Federal Plaza is ownedand overseen by the GSA PropertyManagement Office as a part of the

federal complex in Chicago. Theproperty managers office uses GSAForm 3453, Application for Useof Space in Public Buildings andGrounds, to review and approve useof the plaza by outside parties. Regularevents make a blanket applicationfor the season. Events and programsare managed by their sponsoringorganizations.

Maintenance: Third parties cover allcleaning and security costs when theyuse the plaza, so there is no cost toGSA.

Marketing and Promotions: GSA doesnot generally advertise the availabilityof its public spaces; most organizationsapproach GSA on their own to inquireabout using the spaces. Because of theplazas central location and visibility,there are many requests for use.

Challenges: When the farmers marketwas first proposed for the plaza, theFederal Protective Services (FPS) was

the only group to raise concern. TheFPS and city conducted backgroundchecks on all proposed vendors,and the city continues to monitor thestandard of food sold and enforcehealth codes.

Funding: Other than the BA-54operating funds already allocatedfor this facility, which cover theadministrative costs and occasionalextra cleaning necessary after theevents, there is no cost to GSA. GSAcharges event promoters a $25 fee tooversee form processing; the vendorsare not charged any fees by GSA.


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Syracuse, GSA received the UpdowntownersAward for Excellence, given annually to theindividual, business or organization that hascontributed substantially to the downtown area.

Reasons for Success

A key reason these arrangements could beworked out effectively is the collaborativerelationship between GSA, building tenants, andthe UpDowntowners. As part of their planningevery year, the Updowntowners put together aproposal about the organization, their licenses,their insurance, and get written approval fromevery judge in the building. Security for the eventwas tightened after September 11, 2001. Todaysecurity staff observe everybody who enters thesite, which has four access points, but there areno metal detectors or searches. More than adozen uniformed city police are on the scene, aswell as FPS officers and contract security, withthe UpDowntowners picking up the extra cost.City police and bomb-sniffing dogs inspect every

vehicle that comes to the Plaza includingdelivery trucks, trailers for food vendors, even thelocal radio stations promotional van. Securityrisks were also reduced by moving portabletoilets and dumpsters farther from the building,and by banning parking on streets surroundingthe plaza during the event. Complaints about thenew arrangements have been minimal.

Management Models

JAMES A. HANLEY COURTHOUSE

AND FEDERAL BUILDING

Syracuse, NY

Managed by: The GSA PropertyManagement Center.

Maintenance: The GSA PropertyManagement Office handles normaldaily maintenance of the plaza. TheSyracuse Updowntowers handle all ofthe sanitation arrangements, as well asclean the plaza every Wednesday afterthe event.

Marketing & Promotion: Currently theavailability of the federal plaza is notpromoted; most groups wishing to holdan event on the federal plaza approachGSA on their own.

Challenges: One of the early majorchallenges that GSA faced wasto decide what role the federalgovernment would take in the Parties.Initially, the GSA was providing minimalsecurity, sanitation, and restroomaccommodations inside the building.However, as attendance grew intothe thousands, and security concernsheightened, these contributionsbecame impractical. The GSA FieldOffice now provides a secure room forcounting money, and limited accessto and storage in the building. TheUpdowntowners now provide theirown portable restrooms (delivered andremoved the same day), cleaning, andmost of the security. The Field Officealso finds it helpful to work closelywith the individuals producing theevent to make sure that all promotionsare consistent with government rulesregarding what may take place onfederal property.

Funding: No GSA funding is used.

The Party in the Plaza draws up to 5,000 people to the James A.Hanley Federal Building and Courthouse.


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MEDIUM-COST

MARTINSBURG, WEST VIRGINIA: IMPROVING

ACCESS, CIRCULATION, IMAGE, AND

SECURITY

Prior to the renovation of the lobby and entrywayof the Federal Building and U.S. Courthouse inMartinsburg, West Virginia, the entry was toosmall for the building, forcing pedestrians to

enter directly from the sidewalk with no approacharea. Building identification signage was in poorrepair, lighting was insufficient at night, and mailand paper boxes cluttered the street in front ofthe building. Within the lobby, security equipmentcompromised both entry and circulation whileeliminating what little interior public spacehad existed. Green glazed wall tile and brownquarry tile flooring throughout the interior spaceprojected an institutional image.

Once derelict, the space now receives full publicuse. Employees and visitors easily navigatesophisticated public spaces commensurate with

the important nature of the buildings functions.Visitors encounter displays that link the historyof the judicial system with the current purposeof the building, further elevating their perceptionof the federal government. The project won

both the 2003 Excellence in Government Awardfor Improved Federal Image, Federal ExecutiveBoard and the 2002 GSA Design Award Citation.

Reasons for Success

The simple addition of a vestibule outside theexisting entrance has allowed for comfortablepassage into the building, improving access andcirculation. A mural inscribed with the Chartersof Freedom welcomes visitors and directsthem to the entrance. The image of the facilityis further enhanced by glass and metal wallsthat harmonize with the buildings InternationalStyle architecture, establishing a light-filled entrypoint along the street. Finishes and signage alsocreate a new graphic identity sympathetic to thebuildings modern roots. Inside the ground floorlobby, the public space has been enlarged andnow doubles as a gallery with floor-to-ceilingpanels at the perimeter exhibiting the history ofthe local, state, and federal judicial system.

MONTPELIER, VERMONT: DESIGNING APLACE THAT WORKS FOR PEOPLE

For years, Montpeliers International Style PostOffice, which occupies the ground floor of afederal building with a mix of federal tenants,was considered an eyesore that disrupted thevisual continuity of Main Street and obstructedpedestrian movement between the state capitoland the downtown. Local residents thought thebuilding was neither visually nor functionallyintegrated with the sidewalk or Main Street. GSAcollaborated with the Montpelier DowntownCommunity Association (MDCA) to enhance theimage of this building by creating a user-friendlypublic space in front of the Post Office.

GSA upgraded the paving in front of the building,relocated mail and news boxes, and reinstalledthe benches in a better location. This improvedpedestrian circulation and made the space moreappealing for public use. The city, under itsexisting funding for downtown improvements,

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widened the sidewalks, instituted short-termangled parking in front of the building (atthe request of the Postal Supervisor), addedlandscaping, upgraded the lampposts, andput in new crosswalks on the street leadingto the building in order to facilitate safe anddirect pedestrian accessall as part of ascheduled water main replacement project. The

improvements have also slowed traffic throughthe Main Street corridor, making it safer forcyclists, pedestrians, and customers of the PostOffice and federal offices.

Reasons for Success

When GSA and community stakeholders workedthrough the Place Audit together, it becameclear that the optimal solution was not MDCAsoriginal request to replace the buildings faade.Instead, the Audit findings indicated that peoplewanted the Post Office to function better as a

social gathering place. Generating more publicactivity would then lessen the detrimental impactof the buildings facade on the pedestrianexperience between the state capitol and thedowntown retail area. While GSA, the PostOffice, and the Montpelier community werediscussing how to fund and implement thedesired improvements, the city revealed plansto replace a Main Street water main. GSA andMDCA contacted the city about opportunitiesto coordinate this infrastructure project with thePost Office improvements; the cooperative effortled to the implementation of many elements inthe communitys vision.

SIOUX FALLS, SOUTH DAKOTA:

PARTNERS COMBINE TO CREATE A

DOWNTOWN GATHERING PLACE

In February, 2005, GSAs Rocky Mountainregional office convened a public workshop todiscuss the design of public spaces around aplanned building for the U.S. Attorneys Office inSioux Falls. The new build-to-suit lease facility

is located next to a beautiful RichardsonianRomanesque federal courthouse built in 1895,

just half a block from the busy Phillips Streetrestaurant district. The street between the twobuildings was vacated for security setbacks,creating room for a new public plaza. Completedin the summer of 2006, the courthouse plaza wasdesigned to create an attractive, active publicspace that supports city improvement plans,creates an outstanding workplace for the U.S.

Attorneys, and bolsters long-term marketabilityfor the developer.

The finished plaza incorporates a range ofamenities to promote public use, includinga water feature using locally-quarried SouthDakota Granite, a small amphitheater for publicspeeches and performances, a small foodkiosk for lunch and snacks, an outdoor cafand seating areas, an area for games, attractiveseasonal displays of flowers, and locations fortemporary sculpture. It is regularly the site ofprogrammed activities, from horse-and-carriagerides to Hot Summer Nights, a recurring eventthat features music and food vendors. Accessand circulation have also been improvedbothwithin the public space itself and between theGSA facilities and the neighboring downtownwith better informational signage and maps ofother downtown destinations. Future goalsinvolve making the GSA property an effectivelink between nearby residential areas and thecommercial district downtown by improvingthe walking environment around the plaza.

The improved streetscape at the Montpelier Post Office createsbetter pedestrian connections to downtown.

A concept diagram of the new square at the U.S. Attorneys Officein Sioux Falls.


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Ideas include adding trees, plantings, murals,pedestrian scale lighting, and better crosswalks.

Reasons for Success

At the initial workshop, participants based theirideas on how best to support public use of thesquare. The U.S. Attorneys Office, federal Districtand Bankruptcy courts, U.S. Marshals Service,GSA, city planners, Main Street Sioux Falls, localarts organizations, private developer StencilDevelopment, project manager The WinkelsGroup and project designer Koch Hazard Baltzer

Architects all participated in the workshop, whichwas facilitated by Good Neighbor consultantProject for Public Spaces. The workshophelped all of us to think in new ways and at newlevels. Public space is more than a landscape.It is about people and connection, sustainabilityand pride. The experience transformed how wewill approach our work in the future, says GSAproject manager Janice Dinkel.

Following the workshop, the collaborators

formed a working group that successfully sawthe project through the phases of planning,implementation, and ongoing management.The working group is like an impromptuboard of directors for plaza management,says Dan Statema of Main Street Sioux Falls, acoalition of downtown businesses that overseesprogramming and maintenance. The plazacreated new opportunities for cooperationbetween businesses, GSA, and federal agencies,and it will continue to do so.

HIGH-COST

DENVERS FEDERAL DISTRICT: THE VALUE

OF INCREMENTAL PLACEMAKING

Denvers Federal District occupies four squareblocks near the heart of downtown, includingthe Byron Rogers U.S. Courthouse and FederalBuildinga modern complex with 1,200

employeesand a new courthouse annexcompleted in 2002. To coincide with the additionof the $75 million courthouse, GSA initiated amulti-phased repair and alteration project of theDistricts public spaces, planned by Project forPublic Spaces, First Impressions IDIQ consultantGensler, and Civitas, a landscape architecturefirm. The project included a $1.6 millionreconstruction of the Byron Rogers plaza, fundedas a GSA First Impressions project.

At the time, the plaza was little more thanan expanse of sprawling concrete with notmuch going on, according to GSAs Al Camp.During the McVeigh trial, the facility bunkereddown, adding perimeter security barriers andbanning parking from adjacent streets. Theoffice tower entrance was also dysfunctional,obscured in a corner of the plaza and too smallto accommodate a modern security checkpoint,resulting in long queues. Some tenants were sounhappy they asked to leave.

GSA began looking at ways to renovate the

plaza and soon realized that success hingedupon developing a plan for whole area. Changesevolved over time, beginning with simple designand maintenance steps that improved usabilityand appearance, such as adding benchesnear sidewalks and planting flowers at streetcorners, near building entrances and atopconcrete security barriers. An ambassadorbegan greeting visitors at a podium, dispensingdirections and other assistance. The spacewas also programmed with special events,such as a festival celebrating cultural diversityand a giant cookout. These small-scale public

space improvements were financed throughGSA operating funds. They not only signaledthat longer term changes were planned, theyalso resulted in increased use of the plaza andimmediate positive feedback from employeesand the public.

The longer term improvements wereimplemented gradually over a span of four years.


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Today, well-designedpermanent securitybarriers around theplaza have replacedthe clunky temporarybarriers, while newbenches and seatingadded to grassy areascreate a welcomingspace for employeeswishing to sit or eatlunch outside. A newentrance pavilion yields a more efficient securityprocess while respecting the historic characterof the building. New features at the rear ofthe courthouse improve the blank facade onthat side: landscaping makes a reinforced wallseem less like a security feature, and an Art in

Architecture commission by artist Jim Campbellenlivens the building with a kinetic light show thatrepresents scenes of the American West.

Throughout the design process, plaza and anneximprovements were tied into broader goals for

the area. Representatives from federal tenants,city agencies, cultural groups and civic groups,as well as surrounding property owners, took partin the process. Partner contributions included: aday-care center mural painted by a local youthservice organization; new trees along the rail linethat passes through the area, courtesy of theDenver Regional Transportation District; and artfor the courthouse interior on loan from a localfoundation. In addition, the city played a rolein infrastructure improvements. For example,the annex project involved the construction ofa tunnel to the Rogers Courthouse under thestreet, which meant the street and sidewalkshad to be reconstructed. To fully leverage thisconstruction, the plan called for working withthe city to narrow the street and improve thepedestrian environment.

The renovated plaza and new courthouse annexnow provide a friendlier place for federal workersand people visiting these federal facilities, andhave acted as a catalyst for public and privateinvestment.

Reasons for Success

The improvements to the Denver Federal Districtgained credibility and support from tenantsand other stakeholders for two main reasons.First, although the scope of the project calledfor major capital investment, changes beganat a small scale, using operating funds. Thequick improvements built momentum for whatcame later. This shows there is a lot a buildingmanager can do on their own, says Tim Horne,manager of the properties in the Federal District.

Second, community partners were soughtfrom the outset, and their participation in bothinfrastructure projects and event programmingturned out to be invaluable. Its extraordinaryto see a local face on a federal agency, to seethis process engage the local community sointimately and think about these issues at sucha fine grain, notes Denver City CouncilmemberSusan Barnes-Gelt. The successful changesat the Federal District are thus an outgrowth ofGSAs commitment to make its buildings not onlybetter places for workers and visitors, but alsobetter neighbors in the communities where they

are located.

3RD AND C STREETS IN SOUTHWEST DC:

BUILDING A GATEWAY TO THE NATIONAL

MALL

GSAs National Capital Region is in the midst ofa public space visioning and planning processthat will turn a confusing, barren area nearthe National Mall into a lively public amenity

Before After

After After


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while improving site security around fourfederal buildings. The project was promptedby the planned modernization of four adjacentfederal buildings: Cohen, Switzer, Humphrey,and a former FDA research laboratory that willbe converted to a federal office building. Thebuildings comprise the intersection of 3rd and CStreets in Southwest Washington, DC, just northof a busy Metro stop.

As the daily workplace of thousands of federalworkers and a primary gateway between theMetro and the landmarks that millions visit eachyearincluding the U.S. Botanical Garden, U.S.Capitol, National Museum of the American Indianand the future American Veterans Disabled forLife Memorial and Eisenhower Memorialtheintersection provides a prime opportunity tocreate a vital public amenity. Currently, however,the Humphrey Plaza is a very large open spacethat sees very little activity, C Street is dominatedby car traffic, and three large parking lots createtoo many dead zones near the facilities.

Rios Clementi Hale Studios, a Los Angeleslandscape architecture firm, is completing theplan for the area after thoroughly consulting awide-ranging assortment of stakeholders, andtheir suggestions will be incorporated as each ofthe four buildings is modernizeda creative wayto realize a large-scale vision one step at a time.The public space elements will be funded as thesite improvement components in the budget ofeach individual project.

Improvements aim to turn the sterile areasinto places that accommodate activity andcreate links to the nearby National Mall. Theplan will create new public open space, withthe Art in Architecture commissions for thefirst two projects combined to create one ortwo large commissions in these new spaces.

A hot corner will take shape at the cornerof the Humphrey Plaza, featuring seating andan outdoor dining area to create a focal pointof activity. Better wayfinding signage on thesidewalks will strengthen the connection betweenthe Metro entrance and the Mall. The pedestrian

experience will also improve with the additionof unobtrusive perimeter security measures thatdouble as amenities, such as benches that alsoserve as security barriers.Expectations for Success

The project is the result of clever forethought inthe regional office, which led to the coordinationof improvements to the four buildings. At thesame time, the site-by-site approach ensuresthat the whole project wont get bogged down byits own weight. GSAs project executive for thesefour buildings, John Crowley, is a championof the coordinated plan, and will hold designarchitects of each project to the plans vision forthe public spaces.

The plan itself is a model of GSAs Public SpaceAction Points. The Humphrey Plazas newamenities will make it much more attractive forpublic use. The perimeter security measures arewell-integrated into the sidewalk experience.Pedestrian circulation will benefit from the

improved wayfinding. Replacing the dead zoneswith landscaped areas will drastically improve theimage and aesthetics of the area. Neighboringinstitutions, including the museums on the Malland the National Botanic Garden, will play animportant role in ensuring the future successof the project, especially in their capacity toprogram the promising new public spaces.


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Documents

Pmg Part4 Implementation