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The National Charrette Institute
• The National Charrette Institute (NCI) is an IRS 501(c)(3) nonprofit educational institution
• We teach professionals and community leaders the NCI Charrette System™, a design-based, accelerated, collaborative project management system
• We advance the fields of community planning and public involvement through research, publications and facilitation
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NCI Charrette System NCI Management & Facilitation
• Portland, D.C., Harvard, Miami, Vancouver, UK • Also available on-site for your organization
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NCI Charrette System
• The First Three-Day NCI Charrette System™ Certificate Training Course as a part of the World Bank Learning Program February 15. 16 and 17 At the
World Bank Headquarters.
Top reasons projects fail
• Poor stakeholder teamwork
• Insufficient stakeholder and community involvement
• Poor Data• Time
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Change is hard for everyone
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How can resistance turn into positive community transformation?
Each puzzle piece protects its domain.
zoning
open space
transportation
density
utilities
retail
affordability
residential transit
environmental
marketing
architecture
politics
construction
sales
engineering
public involvement
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Each puzzle piece protects its domain.
zoning
open space
transportation
density
utilities
retail
affordability
residential transit
environmental
marketing
architecture
politics
construction
sales
engineering
public involvement
When each piece sees it place in the whole…
zoning
open space
transportation
financing
density
utilities
retail
affordability
residential transit
environmental
marketing
architecture
politics
construction
sales
engineering
public involvement
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When each piece sees it place in the whole…
zoning
open space
transportation
financing
density
utilities
retail
affordability
residential transit
environmental
marketing
architecture
politics
construction
sales
engineering
public involvement
parking
zoning
open space
transportation
financing
density
utilities
retail
affordability
residential transit
environmental
marketing
architecture
politics
construction
sales
engineering
public involvement
parking
the vision is supported …
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zoning
open space
transportation
financing
density
utilities
retail
affordability
residential transit
environmental
marketing
architecture
politics
construction
sales
engineering
public involvement
parking
… and the community is transformed.
The NCI Charrette Systema collaborative project management system
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Benefits of the Charrette System
Support• Mobilizes the collective energy of
all interested partiesFeasibility• Addresses all aspects of feasibility
concurrentlyTime and Money• Reduces project timeline,
increases productivity, reduces costly rework
Sustainability and Design• Seeks the best sustainable
solution, not the lowest common denominator
LCA Town Planning and Architecture
NCI Charrette System saves time, money
2months
approval
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NCI Charrette System
Conventional Planning Process
4months
6months
8months
10months
12months
4-7 day
charrette
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Drawn for The Washington Post, 1988, by Roger K. Lewis, FAIA, Professor, U. Maryland School of Architecture
What is a NCI Charrette?
• The NCI charrette is a multi-day collaborative planning event that engages all affected parties to create and support a feasible plan that represents transformative community change
Origin of the term “charrette”
• At the École des Beaux Arts in Paris during the 19th century, proctors circulated a cart, or “charrette,” to collect final drawings while the students frantically put finishing touches on their work
La Charrette, by Alexis Lemaistre c.1889
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Misconceptions about the term “charrette”
A NCI charrette is not:
• A one-day workshop
• A multi-day marathon meeting involving everyone all the time (stakeholders participate at key moments)
• A “visioning session” without an action plan and implementation strategy
NCI Charrette System Core Values
Sustainable Design• Holistic planning solutions support socially,
economically and environmentally sustainable internal and external communities.
Collaboration• Each individual’s unique contribution supports the best outcome. Transparency• Clarity in rules, process and roles is essential to collaboration.Shared Learning• Including all viewpoints assures reduced rework and facilitates
implementation.
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What can a charrette do?
• Urban revitalization and infill
• Sustainable communities• Economic development• Regional visions and plans• Comprehensive plans• Rural planning• Post-disaster recovery
Kendall, FL
Kentlands, MDHillsborough Co., FL
Charrettes result in feasible plans for:
Charrettes Produce Feasible, Detailed Solutions
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Pleasant Hill Bart Station, 2000
• 25-year deadlock• Organized citizen
opposition controlling the press
• Challenging deal (developer, County, BART)
• Boycott of charrette threatened
Pleasant Hill Bart Station, 2005
• Unanimous adoption with no opposition
• Design maintained with new architect
• Head NIMBY chairs committee
• Survived 5-year lag• Construction begins
Urban Advantage
Lennertz Coyle & Assoc.
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Greensburg, KS Disaster Recovery
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Greensburg planning process
Greensburg charrette
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Greensburg vision
Greensburg illustrative plan
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Greensburg Land Use Plan
The NCI Charrette System
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research, education, charrette preparation charrette
planimplementation
Project Status Communications
Product Refinement
Presentation and Product Finalization
Project Assessment and Organization
Stakeholder Research, Education, Involvement
Base Data Research and Analysis
Feasibility Studies and Research
Charrette Logistics
Organization, Education, Vision
Alternative Concepts Development
Preferred Plan Synthesis
Plan Development
Production and Presentation
1 2 3
The Charrette System Phases
1-9 months 2-4 months
The NCI Charrette SystemPhase One: Charrette Preparation
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Research, Education, Charrette Preparation Tools and Techniques
research, education, charrette preparation charrette
planimplementation
Project Assessment and Organization
Stakeholder Research, Education, Involvement
Base Data Research and Analysis
Feasibility Studies and Research
Charrette Logistics
1 2 3
charrette logistics
project set-up and organization stakeholder
involvementbase
informationfeasibility studies
Guiding Principles
Objectives, Measures, Strategies Draft
Stakeholder Analysis
Charrette Purpose and Products
Complexity Analysis
Charrette System Road Map
Charrette Ready Plan
1.1 1.2 1.3 1.4 1.5
1.1 Project Assessment and Organization Tools and Techniques
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Jefferson County August 2011
Alabama tornado path
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Jefferson County Project start-up intensive
Concord pre-charrette meetings
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Pre-charrette meetings
Pre-charrette meetings
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Guiding Principles
• Guiding principles keep the project team and charrette participants on task, are used to resolve conflicts of opinion and help avoid costly rework and unnecessary effort that stems from following tangents to the core purpose of the project
Guiding Principles
Example Guiding Principles:
The following guiding principles will guide the Friends Center campus renovation project:• The project will demonstrate leadership in environmental design,
evidenced by LEED certification.• Spaces will be healthy with natural light & clean, fresh air.• The campus will blend work and worship, fostering interaction
between groups.• The campus will facilitate the work of its tenants.• The campus will be a resource for underserved communities.• Hospitality and safety will be in balance.• Life-cycle costs will help guide equipment choices.
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Objectives & Measures Draft
Objective Measure
Improve pedestrian, bicycle and vehicular safety, especially in relation to pedestrian/vehicle interactions
Traffic speeds Pedestrian crossing distances
Treat storm water on site Acerage of natural filtering area
Provide for affordable housing Housing prices as percent of median income
Economic feasibility Project proforma, ROI (return on investment)
Provide easy, safe access to the regional trail system
Number of connections to trailDistance to trail from housing and commercial
Stakeholders’ unique contributions
Elected officials
Neighbors Urban designers
Environmentalists
Business owners
Developer
Fire Chief
Transportationengineers
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Stakeholder Levels of Involvement
Primary Stakeholders
SecondaryStakeholders
GeneralStakeholders
All are involved at key decision points
Stakeholder Analysis
• The Stakeholder Analysis lists the relevant viewpoints to be represented, the people, their affiliation, what a “win” is for each, and the level of engagement required for holistic, diverse feedback. This is the basis of the public involvement process.
Who are stakeholders?• Decision makers• People who may supply valuable information• People who will be affected by the outcome• People who have power to promote the project• People who have power to block the project
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Sample Stakeholder AnalysisViewpoint Person /
AffiliationIssues Win Level Outreach
StrategyCharrette Participation
Elected Official Lucinda Wallis, Capital County
25 years of controversy, with nothing to show. Wallis is the project “champion.”
A plan and codes agreed upon by the developer, and the neighborhood. A bulletproof public process. A national exemplar project.
Primary Email, phone Daily Team Meetings
Elected Official Percival Moccasin, Capital County
Concerned about project costs. Interested in a non-controversial outcome.
A project that can be approved and supported by neighbors.
Primary Email, phone Public Meetings
Neighborhood Activists
Carrie Snodgras, Kris Tal, Terry Jensen, Medford District Improvement Association
Deep distrust of County Supervisors and staff. Traffic, visual impacts, property values, safety.
Minimal traffic impacts, maximum housing, low buildings across from neighborhood, pedestrian access, local retail only, no increase in transit parking. The County must keep its promise and build the regional trail.
Secondary Emails, letters
Separate Meeting
Neighboring Commercial Owners
Katrina Moskawitz, Hollywood Boosters
Workers have limited local services.
Compatible uses with existing business, amenities for office workers, traffic management.
Secondary Emails, letters
Separate Meeting
Developer Tom Bates, Dick Bernard, Big Sky Development
Last development proposal failed.
Economic and market feasible plan.
Primary Email, phone Daily Team Meetingsand Reviews
Charrette System Road Map
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N. Smithfield Project Roadmap
Charrette Ready Plan Schedule
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North Smithfield Charrette Ready Plan
1.3 Base Data Research and Analysis
Example Sustainable Base Data :• Climate chart• Survey with topography• Environmental forces study• Hydrology• Soils• Wind patterns• Annual rain fall• Solar Study• Shadow study•
• Nearby un-utilized waste streams
• Utility rates• Environmental history• Social/cultural History• Historic resources• Affordable housing• Social resources• Demographics• Racial conflict history
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Educational Events
Educational Events• Lectures, presentations and
workshops by experts covering key subjects, e.g. sustainable design, traffic calming, affordable housing
1.5 Charrette Logistics
Tool: Charrette Team Formation
Purpose: The assembly of a cross-disciplinary charrette team is informed by the skills required to complete the desired products, and to assure holistic, diverse feedback
Process: Based on the project complexity analysis and the charrette products list, the charrette manager appoints a diverse team of specialists
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Charrette Team Formation
Most Common Specialties:• Planning and Urban Design• Economic and Market Analysis• Transportation Planning and Engineering• Local Specialists: Designers, Engineers, Historians• Environmental Planning• Other Specialties• Architecture• Landscape Architecture• Public Involvement• Civil Engineering• National Experts, as needed
1.5 Charrette Logistics
Tool: Studio Logistics and Set-up
Purpose: To provide a functional space for charrette team work and public participation
Process: The charrette manager works with local staff to organize all charrette logistics to support a sustained, focused effort
Charrette studio
Charrette gallery
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Charrette Studio
• Location• Size• Activities:
– Public Reception– Charrette Team Workshop– Stakeholder Meetings
The Charrette
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Post-Katrina Charrette
• Organize a charrette in 4 weeks
• Create plans for the rebuilding of 11 gulf communities
• Deliver interim reports two weeks after the charrette
• Deliver final reports four weeks after the charretteBiloxi, October 2005
Lives and businesses displaced
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Lives and businesses displaced
Floating Casino on land Determined citizens
Mississippi Renewal Forum
• 6 day charrette• 110 national experts• 100 local professionals, officials and citizens
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Charrette Roles and Process
Charrette Team• The multidisciplinary charrette
team works uninterrupted to produce the plan at the charrette studio
Drop by the studio(Unscheduled)
Urban Design Associates
Stakeholder meeting(Scheduled)
Dover Kohl
Public meetings(Scheduled)
LCA Town Planners
Charrette Roles and Process
The Stakeholder’s Role• Stakeholders provide vision, input and review at key moments
during scheduled and impromptu, meetings• They are not there all the time!
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Charrette Work Cycles
alternative concepts
public meeting review
open house review
public meetingconfirmation
public meetingvision
plandevelopment
preferred plan
Charrette Public Meeting #1: Hands-on Exercise
• Groups work on visioning exercises at tables
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Charrette Public Meeting #1: Hands-on Exercise
• Participants, not staff, from each table report back to the group
Charrette Public Meeting #1: Hands-on Exercise Results
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Local architects take ownership
FEMA briefing
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Alternative Concepts Development
Alternative Concepts Development
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Mid course pin-up reviews
Local politicians take ownership
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Walmart participation
Alternative Concepts Development
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Summary presentation
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City wide plan
Neighborhood rebuilding plans
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Neighborhood restoration vision
Housing code studies
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Phase Three: Plan Implementation
3.0 Plan Implementation Tools and Techniques
research, education, charrette preparation charrette
planimplementation
Project Status Communications
Product Refinement
Presentation and Product Finalization
1 2 3
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3.1 Project Status Communications
Tool: Project Management Team Debriefing
Purpose: • Solicit team input on areas of the plan that require
continued study and create a plan to complete them • Create the framework for this phase of stakeholder
involvement
Process: Either a meeting the day after the charrette or a phone conference meeting
Principles of the NCI Charrette System
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Charrette System Strategies
1. Work collaboratively 2. Design cross-functionally 3. Compress work sessions 4. Communicate in short feedback loops 5. Study the details and the whole 6. Produce a feasible plan 7. Use design to achieve a shared vision and create
holistic solutions 8. Conduct a multiple day charrette9. Hold the charrette on or near the site
Charrette System Strategies
1. Work collaboratively
• Collaboration is based on valuing each individual’s unique contribution
• Anyone who might build, use, sell, approve, or attempt to block the project is involved before the start of design and throughout the project
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Charrette System Strategies
2. Design cross-functionally
• A multi-disciplinary team method results in decisions that are realistic avoiding costly rework
• Teams typically include planning, architecture, environmental, transportation, economics
Charrette System Strategies
3. Compress work sessions
• Time compression facilitates creative problem-solving by accelerating decision-making and reducing unconstructive negotiation tactics
• Compressed work sessions promote “out-of-the-box” thinking
Apollo 13
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Charrette System Strategies
4. Communicate in short feedback loops
• Regular stakeholder reviews quickly build trustin the process and fostertrue understanding and support of the product
Dover Kohl
Charrette Feedback Cycles
Participants work in a series of short feedback loops
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Charrette System Strategies
5. Study the details and the whole
• Designs at varying scales inform each other and reduce the likelihood that a fatal flaw will be overlooked that could result in costly rework
Charrette System Strategies
6. Produce a feasible plan
• To create a feasible plan, every decision point must be fully informed, especially by the legal, financial, and engineering disciplines
• The focus on feasibility brings a level of seriousness and rigor to the process for everyone involved
Summary SheetEscalator Year 1 Stabilized Year Income Proforma (Year 3)
Leased Uses At Net Rents Period Square Feet Efficiency Rent/SF Rent Leasable SFRestaurant/Ent 3 - 100% 17.00$ Restaurant/Ent NNN - -$ Office 3 61,000 85% 22.00$ Office FS 51,850 1,140,700$ Rental Residential 1 - 87% 12.00$ Rental ResidentialFS - -$ Townhouses 1 48,000 NA NA Townhouses -$ Retail/Storefront 3 16,000 95% 17.00$ Retail/Storefront NNN 15,200 258,400$ Other Uses 3 - 100% 17.00$ Other Uses NNN - -$
125,000 Parking Revenue 156 59,931$ Income Escalator 3.0%Target Return Rate 12% Gross Income 1,459,031$ Stabilized Year Net Income 1,193,161$ Plus CAM Charges 12% of NNN Comm'l 167,892$ Capitalized Value at 9.0% 13,257,000 Less Vacancy/Credit 5% (81,346)$ Total Loan Amount Available at 75% 9,942,750$
Effective Gross Income 1,545,576$ Project Cost Less General Partner 3.5% (54,095)$
Land 150,000 10$ 1,500,000$ Less Office Expenses 5.50$ per SF (270,916)$ Construction Parking Expenses 176$ per Space (27,404)$ Demolition 37,500 6$ 225,000$ Less Residential Exp 34% -$ Sitework Outside of Build - 4$ -$ Plaza - 15$ -$ Landscaping 44,000 7.00$ 308,000$ Net Operating Income 1,193,161$ Streetlighting & Signal - 5,000$ 200,000$ Plus Startup Reserve 69,955 Street Sidewalks 3,000 7$ 21,000$ Less Debt (793,800)$ Restaurant/Ent - 95$ -$ Office 61,000 95$ 5,795,000$ Cash Flow Before Tax 469,316$ Office Tenant Improveme 51,850 25$ 1,296,250$ Rental Residential - 90$ -$ Stabilized Cash on Cash Return 15.5%Townhouses 48,000 95$ 4,560,000$ Retail/Storefront 16,000 75$ 1,200,000$ Retail Tenant Improveme 15,200 25$ 380,000$ Other Uses - 75$ -$ Features - 50$ -$ On Grade Pkg 36,000 8$ 288,000$ Parking Structures 32,000 38$ 1,216,000$ Below Grade Pkg Structu - 47$ -$ Construction Subtotal 15,489,250$ Soft Costs 27% 4,162,736$ Construction Contingency 7.5% 1,161,694
Total Project Cost With Lan 125,000 179$ 22,313,679$
Less Residential Sales 215 (10,320,000)$ Plus Residential Brokerage Fees 6% 619,200$
Less Energy Systems EquityPlus Startup Cost 349,775$ Credit Enhancement/TIF -$
Adjusted Total Project Cost 12,962,654$ Less Allowable Debt (9,942,750)$
Cash/Equity Required 3,019,904$ Loan Rate (current CMBS rate) 7.00%Loan Term in Years 30 Annual Debt Service (793,800)$
Financial feasibility analysis
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Charrette System Strategies
7. Use design to achieve a shared vision and create holistic solutions
• Design illustrates the complexity of the problem and can be used to resolve conflict by proposing previously unexplored solutions that represent win/win outcomes
Urban Advantage
Existing Condition Proposal - Computer Simulation
Charrette System Strategies
8. Conduct a multiple day charrette
• Most charrettes require more than four days, allowing for three feedback loops
Urban Design Associates
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Charrette System Strategies
9. Hold the charrette on or near the site
• Working on site fosters the charrette team's understanding of local values and traditions, and provides the necessary easy access to stakeholders and information
LCA Town Planning and Architecture
Charrette System Strategies
1. Work collaboratively 2. Design cross-functionally 3. Compress work sessions 4. Communicate in short feedback loops 5. Study the details and the whole 6. Produce a feasible plan 7. Use design to achieve a shared vision and create holistic
solutions 8. Conduct multiple day charrette9. Hold the charrette on or near the site
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NCI Charrette System
• The First Three-Day NCI Charrette System™ Certificate Training Course as a part of the World Bank Learning Program February 15. 16 and 17 At the World Bank Headquarters.
