Campus No. 805 is an award-winning adaptive re-use project that converted a former middle school campus into a mixed-use entertainment experience with multiple local breweries, restaurants, entertainment options and a public green space. Join us as we kick-off the inaugural Place Branding & Placemaking Summit with a multi-stop reception where attendees will get to experience why “school’s out forever” and full-time fun is the new curriculum at Campus No. 805.
Closing Master Talk with Rob Robinson, Managing Principal, Urban Design Associates (Pittsburgh, PA), Anna Lowder, Co-Founder, Matter Design Co. (Montgomery, AL), Nick Lasater, Co-Owner & CEO, Rocket City Digital (Huntsville, AL), and Josh Yeager, Co-Founder, Bright Brothers Strategy Group (Philadelphia, PA).
Change is constant in our line of work, and when change continually occurs in urban places and spaces, the stories that we tell about them must hold true. But how do you change the narrative of place and what does that entail? For urban place managers, branding a district / place conjures more questions than answers: how much will it cost? How many stakeholder groups do we need to involve and who? How long will it take? What are we actually branding? What is our brand? Will this even make a difference? In this panel, practitioners will detail the process of refreshing or enhancing a brand, including insights into the somewhat complicated and contentious process of deciding when to take action, how to set budgets, who to work with and how a brand refresh impacts more than just marketing collateral – it also affects the entire built environment and visitor experience.
By seeking improvements to landscaping, pedestrian lighting, wayfinding, visual identity, and event infrastructure, the Cherry Creek North BID leveraged a massive infrastructure project to quite literally build a new sense of place for the area. Countless hours of stakeholder and community outreach were undertaken in addition to hiring the foremost experts in design, architecture, and planning.
Our experience of a downtown doesn’t follow the clean boundaries of a BID or other district, and yet our charge as place managers is often defined by these hard edges. How can downtowns engage with adjacent neighborhoods to create more successful, thriving districts? Drawing upon lessons from three cities, participants will leave with a toolkit of strategies for anticipating common issues and seizing opportunities for working beyond their boundaries.
|The Pop-Up Winnipeg Public Toilet initiative aims to lead by example through providing an accessible, clean, secure, well-maintained, monitored public washroom facility. The Pop-Up has captured the imagination of people in Winnipeg and beyond, generated enthusiastic media coverage, and stirred conversations recognizing the importance of human dignity and access to public toilets in the downtown.|
The Crystal City BID saw an opportunity to further leverage the DCA airport’s proximity to their downtown by bringing it a few steps closer. A new pedestrian connection could harness the multitude of transportation assets in Crystal City, seamlessly link them into a multimodal hub, and position the neighborhood to attract additional rail services such as Amtrak, regional commuter rail, and even a future high-speed rail station.
The project was initiated to accelerate mobility improvements to a developing corridor in an Asheville neighborhood. Coxe Avenue formerly contained a high density of automotive uses but is now the site of mixed-use developments and dining options. The project involved a public engagement process, held on a compressed timeline. The design features a shared-use path and an intersection mural. The final installation includes eight new crosswalks, a multi-use path, and the 6,000 sq. ft. mural.
Winter Walk SF was an effort to replace above ground construction with a holiday themed pop-up activation. The Union Square BID developed a concept for the construction moratorium period. It was based on creating a flexible, contemporary urban space that invited shoppers and visitors, was easy to maintain, opened up new lines to the stores and allowed extensive programming. The final design included an allowance for food vendors, green turf, and lighted benches for people to enjoy the open space.
IDA’s Advisory Panels are a time-tested way to explore new ideas, solve difficult problems, and rally the board, staff and community around priority projects or topics. In this instance the panel was tasked with assessing the “sad, tired, and dismal” Civic Center Mall and determining whether the formation of a place management organization would be beneficial. The report details the panel’s findings and recommendations.