Architectural Planning for Nonprofits by IntuArch

Architectural Planning for Nonprofit Organizations

Updated January 2021

IntuArch is proud to prepare this informational guide on how nonprofit organizations can take advantage of architectural design to achieve programmatic goals and further their impact. Considering the meaningful potential of nonprofit facilities, we hope this guide may assist decisionmakers in their strategic planning whether they are Executive Directors, Board Members, or Staff. There are two major types of nonprofit architectural spaces to consider: (1) those spaces relating directly to the operations and programming of the organization, and (2) projects that are conducted on behalf of an organization within a community. Both types of potential projects can benefit from the information provided within this guide. Change can happen at many scales, and from many agents. . .

Michael Wacht, AIA NCARB LEED

A B C D E F G H I J K L

Why Begin a Construction Project?

What Types of Spaces Should be Considered?

What are the Project Delivery Methods?

How to Start the Design Process?

What are the Components of a Concept Design?

What are Architects?

What Do Architects Produce?

How Does an Organization Select an Architect?

What Do Design Services Cost?

What Does Construction Cost?

How Does IntuArch Design for Nonprofits?

About IntuArch

CASE STUDY: ONE ARCHIVES FOUNDATION AT USC LIBRARIES The largest LGBT archives organization in the world, the ONE Archives occupies a former fraternity house north of the main USC Campus and traces their history back to 1952. Extensive programming exercises have yielded some great insights into the future possibilities on the existing site. By constructing a brand new purpose-built compact and fireproof archives storage facility adjacent to the existing building, the project can be phased to include a full renovation of existing spaces.

Why Begin a Construction Project?

[1] ATMOSPHERE A nonprofit organization’s physical space should reflect the spiritual, operational, and aspirational goals of the organization itself. It’s important to have facilities that express the contemporary nature of an organization and provide a backdrop for general wellness, productive staff, and impactful programs. Physical space is an extension of an organization’s brand, with as profound an effect as Internet presence, social media, and community engagement. [2] ACCESSIBILITY An architectural space should reflect not only the capabilities of the organization, but an equitable platform for participation. One of the elements often lacking in institutional facilities is proper accessibility for all types of people to feel welcome. Architectural upgrades provide necessary accommodations for people with disabilities, underrepresented identities, and other hardships that may inhibit inclusion. [3] PROGRAM Nonprofit organizations may need to improve the efficiencies of their existing space. A full analysis of an organization’s operations will determine areas for expansion, areas for contraction, and areas that may provide programmatic overlap.

[4] ENVIRONMENT A nonprofit organization’s space should practice ecologically conscious components. These may include: water efficiency, energy reduction, energy production, mechanical efficiency, transportation considerations, landscape conditions, and removal of any existing hazardous materials. Environmental improvements have three main benefits: (1) reduce a facility’s operating cost, (2) improve the health and wellness of staff and members, and (3) set a precedent for the conservation of restricted resources within a community. [5] STRATEGIC PLANNING Planning for an architectural space is a direct route to planning for the organization itself. Answering important questions such as: “How much storage do we need?” “What types of technologies should be incorporated?” Do we plan to expand staff in the next 20 years?” helps an organization to consider their future programming and operations. The Board President of the ONE Archives Foundation at the time of our project, featured in the case study at left, said emphatically that the concept design process not only helped the board plan for the future physical needs of the organization, but also helped them to strategically envision the operations, expansion opportunities, and programming of the whole organization.

CASE STUDY: S.C.O.P.E. RESILIENCE CENTER S.C.O.P.E. (Strategic Concepts in Organizing and Policy Education) is a grassroots organization to create social and economic justice for low-income, female, immigrant, black, and brown communities in Los Angeles. They operate their community leadership training program in an historic firehouse in South Los Angeles. A simultaneous goal of the project is to create a Resilience center in South LA, providing for a fully functional community center in times of need. Partners for this project includ the USGBC, LADWP, CalPoly Pomona, LA Public Works, SoCal Gas, LA Cleantech Incubator, and ARUP Engineering.

What Types of Spaces Should be Considered?

[1] PROGRAMMING A predominant feature of many nonprofit organizations, this is where they would execute their effect. It can be an event space, classrooms, or a multi-purpose community space. It should be designed efficiently and to enhance the intended functionality.

[3] STAFF OFFICES The heart of any organization are the staff operations. For nonprofits which conduct the majority of their programming off-site, this is 100% of their architectural requirement. The space should be inviting and efficient, inspiring a collaborative environment that provides for the wellness of staff to be productive and contributive.

[2] COMMUNITY PROJECTS Some nonprofit organizations act as developers for outside projects. These projects may take the form of a building, infrastructure, or an art piece, and may feature signature design proposals that reflect both the impacted communities and the organization’s goals.

CASE STUDY: SOCIAL JUSTICE LEARNING INSTITUTE Engineering change to BIPOC communities throughout Inglewood and South LA, SJLI engages with stakeholders by education and health/ food equity. As part of a proposed expansion of services, IntuArch was responsible for preparing concept strategies and site evaluation for several potential locations. A new building would include a community center for the organization’s services, an incubator for local entrepreneurs, a job’s center, and affordable housing.

What are the Project Delivery Methods?

[1] DESIGN - BID - BUILD

[3] DESIGN/BUILD

The traditional sequence for project delivery, a nonprofit organization would contract with the Architect directly to begin a project. Once Construction Documents are ready, the project can be sent to potential General Contractors for accurate bidding. The Owner would select a Contractor, and proceed with construction once a Permit is ready to be issued by the local jurisdiction.

The simplest, though rarest, form of project delivery is typically employed on the largest scale government projects. An organization or agency would prepare an RFP listing a set of requirements for building performance and programming. Prospective bidders prepare full service teams, including all Architects, Engineers, and Contractors that would be required for turn-key delivery.

A Project Manager (also known as an Owner’s Representative) is often helpful as a consultant hired directly by the organization to assist with Architect Selection, Cost Estimating, and General Contractor Selection.

Often a more expensive alternative, the advantage of Design/Build is that risk is removed from the process and a guaranteed price can be determined much earlier in the building process.

[2] DESIGN - DESIGN/BUILD A popular format for project delivery beginning in the 2010s, many smaller governmental agencies/departments have chosen to hire a Design Architect to prepare a Schematic Design. In this manner, stakeholder input and general design is determined with a more intimate team. The Schematic Design Documents are then utilized to prepare an RFP for a Design/Build team to bid, enabling the organization to have a controlled price earlier in the project. As with the more traditional Design-Bid-Build delivery, a Project Manager (also known as an Owner’s Representative) is often helpful as a consultant hired directly by the organization to assist with the selection processes.

CASE STUDY: ACADEMIA MODERNA Alta Public Schools was looking to create a dynamic renovation of their existing school in Walnut Park, California. The original building was a former supermarket, a challenge for bringing daylight and 2 stories of classroom space into what is ordinarily an unforgiving typology. The newly expanded and renovated facility doubled the teaching space and brought a new sunlit operational heart into the center of the reimagined campus.

How to Start the Design Process?

[1] ARCHITECTURAL CONCEPT DESIGN The first step for an architectural project is typically called concept design (or sometimes schematic design). During this preliminary stage, an architect will explore programmatic goals and strategize design options. The components of the concept design process are discussed on page 11, and involve various tools of analysis and discovery. As a first step, an architect is often engaged by the nonprofit decision-maker to gather necessary information and organize the early design team. Besides the architect, the concept design team might be assembled to include other consultants as listed in the following items 2-4. [2] ENGINEERING CONSULTANTS Certain specialist designers may need to be engaged during the concept design phase to ensure the proposal reflects important elements of the project. Such input will often include Structural Engineers, Mechanical Engineers, or Sustainability Consultants. An architect will advise if specialist input would be advantageous for the concept design phase, and coordinate their involvement.

[3] CONSTRUCTION CONSULTANT Professional input from the construction industry can provide important feedback on cost implications, potential construction schedules, and potential efficiencies from the design proposals. These team member often practice as full time general contractors Though participating minimally with design teams, they can have great impact on overall construction budgets and techniques. [4] PROJECT MANAGER / OWNER’S REPRESENTATIVE Often nonprofit leadership is not familiar with the building process. Therefore, sometimes an outside consultant may manage the design and construction process on behalf of the organization’s decision makers. This type of consultant can be brought in after the design team is assembled, or, alternatively, an experienced project manager could be hired as a first step to engage and hire the design team themselves. This role can be filled as freelance, permanent hire, or via an outside consulting firm.

CASE STUDY: UCSB MUSIC DEPARTMENT Formerly occupying one of the original buildings on campus, the USCB Music Department was set to relocate a portion of their program due to the existing building’s structurally unsafe seismic condition. The department will move and expand into an adjacent space currently occupied by an Arts Library, itself relocating. For this transfer of space, the academic program has been reorganized to encourage social interaction. A rediscovered campus axis is deployed in the design, and a new identity for the music department is generated.

Project design was conducted at John Friedman Alice Kimm Architects

What are the Components of a Concept Design?

[1] ANALYSIS AND IDEA GENERATION An architect will steer the concept design phase towards goals discovered via analytical tools. Design proposals incorporate attitudes about program, circulation, context, sustainability, and wellness. The analytical process is different for each designer, but nonprofit clients should expect clear explanation of design solutions via visual communication and dialogue. IntuArch’s methods for engaging with client needs are discussed on page 21. [2] DRAWINGS Any construction project begins with a survey of existing resources. The architect will document existing conditions before proceeding with proposals for improvement and/or expansion. A nonprofit organization should expect the design proposals to be presented in graphic format, typically including: plans, diagrams, reference images, and precedent projects. [3] FEEDBACK Design presentations should include material that engages with an architecture client, providing alternative approaches for the organization to imagine their future. This type of feedback is integral to the design process, allowing an architect to appropriately progress the proposal. [4] RENDERINGS Perhaps of utmost importance to the conveyance of ideas and for fundraising purposes, a set of visualizations will be prepared to assist with project outreach. Full presentations, brochures, renderings, videos, and 360 Virtual Reality imagery may be produced to express project intent. Offering nonprofit boards, potential donors, and grant writers to see the vision of a project is invaluable.

[5] COMMUNITY OUTREACH Many nonprofit organizations have a duty to directly engage with their communities when planning for their facilities. Stakeholder meetings involve various engagement exercises to provide valuable feedback to the design team. A proper schedule of community engagement can garner insightful ideas from those most greatly affected by the organization’s programming, and foster meaningful positive relationships. [6] ENTITLEMENTS Not all projects are considered “as of right” by jurisdictional planning authorities. This means that some projects require more complex routes to approval. For example, sometimes the design proposal will include changes to the existing “use” of the property that may require special conditional approvals from planning authorities. Other approvals might involve neighborhood engagement, historic preservation, or a variance for exceptions to particular zoning circumstances. Such project specific entitlements can take 9-18 months and should be coordinated with an overall project schedule, sometimes overlapping with fundraising or financing periods. [7] FUNDRAISING AND FINANCING With a complete concept design package, a nonprofit organization can proceed with strategies to finance the building project or to express the design’s value to other decisionmakers. Design work may often pause so that an organization can focus on the financial aspects before proceeding with next steps. Depending on the project scale, a fundraising period can last from 1 year to as many as 5 years. During this time period, an architect can be available at their client’s request for presentations or design modifications.

What are Architects?

[1] LICENSED PROFESSIONALS After 8 years of education and apprenticeship, they are eligible to take a national exam. A license is conferred by each individual state, which may include additional licensing requirements. In the case of California, there is an additional exam to ensure familiarization with state specific complexities and operations. An architect’s (or engineer’s) license is required to file for a construction permit for every commercial project in California. [2] BUILDING CODE From a legal perspective, the primary responsibility of an Architect is to provide a building that complies with building life safety, accessibility, energy, and zoning codes. Though often hidden from presentations due to their technical nature, these requirements are nevertheless incorporated into successful architectural design solutions.

[3] DESIGN THINKING As a creative professional, an architect’s goal is to provide the design of a building to respond to the pragmatic, aspirational, and contextual needs of their client. Though the process for arriving at design ideas varies greatly between architects, all will employ a series of analytical exercises to determine the most appropriate design solutions. [4] GENERALIST Architects tend to know “a little bit about a lot of things.” In this manner, they can forecast the specific needs of building systems prior to incorporating specialist engineers and designers. They have base knowledge and experience in virtually every criteria affecting designs, which gives architects the ability to manage and coordinate whole teams of consultants while maintaining the design’s adherence to their client goals and building codes.

CASE STUDY: KOREATOWN GATEWAY This winning competition entry is conceived as a conceptual gateway to a distinctive Los Angeles neighborhood, referencing the modern ingenuity of Korea. A structural system comprised of two steel supports holds an undulating cabled surface canopy. The cables house an easily-maintained, programmable LED array. The client, Los Angeles Neighborhood Initiative, operates as a nonprofit developer gathering various community members, community support, government funds, and grant opportunities.

Project design was conducted at John Friedman Alice Kimm Architects

What do Architects Produce?

[1] DRAWING PRODUCTION Architects are responsible for the preparation of the Working Documents for bidding and construction. Traditionally known as the blueprints, all components of a building project are drawn, coordinated, and detailed. Working Documents also includes the specifications of materials and the standards for their installation. The Working Documents are submitted to the appropriate jurisdictional office for preparing the project for a construction permit. That submission and approval process is usually referred to as Plan Check. [2] CONSULTANT COORDINATION As generalists, Architects organize and coordinate a team of like-minded designers who specialize in particular areas of building systems. Standard consultants include Structural Engineers, Mechanical Engineers, Electrical Engineers, Plumbing Engineers, Civil Engineers, and Landscape Architects. There are a multitude of specializations that are often also incorporated, such as acoustic engineering, building envelope optimization, sustainability/energy modeling, lighting design, and information technology.

[3] BIDDING A full set of Working Documents are provided for multiple general contractors to bid on the project. That way, competitive pricing can be obtained and evaluated with experience and reputation. This part of the process is similar for almost any commercial project. [4] CONSTRUCTION The chosen general contractor obtains the permit for construction, and is responsible for delivering the project on budget and on time. General Contractors operate in a managerial and administrative role to procure materials, coordinate subcontractors, and monitor the means and methods of construction. The Architect acts as an agent of the owner during the construction phase to observe the process as an independent arbiter of adherence to the Working Documents.

CASE STUDY: MARAGARITA RECREATION CENTER Looking to replace an aging and inadequate existing facility, the City of Temecula needed a partner to develop the programming and schematic design of a new multi-purpose recreation center and community pool. After an extensive community outreach and feedback sequence, the new facility will include a multipurpose space, a dance/ fitness studio, a catering and teaching kitchen, a generous outdoor courtyard, and a classroom. The design scheme was initiated to reference architectural features that are present at other facilities throughout the city, bridging a contemporary aesthetic with a reflection of the traditional values of the local community.

Project is a Collaboration between IntuArch and Gwynne Pugh Urban Studio

How Does an Organization Select an Architect?

[1] HIRE DIRECTLY THROUGH REFERRAL The best place to begin a search for selecting an Architect is to seek qualified professionals already within the organization’s stakeholder network. Once contacted, Architecture firms will likely suggest a meeting or ask for more information to assist with their evaluation. A Principal or marketing director will assess the inquiry for either on-boarding or to consider referring the organization to another firm. It is indeed common for Architects to refer amongst their own profession to ensure clients are best matched for expertise and specialization. [2] HIRE LOCALLY THROUGH RESEARCH A common strategy for seeking professional services is to look nearby for similar projects or organizations that have conducted an admirable renovation or construction project. Such research can be conducted via Architecture blogs, local news, government officials, or internet searches. Architecture firms responsible for these admirable projects are looking forward to your call, and can help to explain their inquiry process. In this manner, the nonprofit may create a list of potential candidate firms. [3] REQUEST FOR QUALIFICATIONS (RFQ)

RFQ

Often in conjunction with the first two options above, a formal RFQ may be issued from the nonprofit organization listing project intent. Such a document will seek interested Architecture firms to produce documentation of their capabilities and design approach. As mentioned in item C4, experienced “Project Managers” may be hired by the organization to organize and prepare a thorough RFQ. The RFQ can be issued directly to specific Architecture firms or be posted publicly on various forums related to construction and design.

[4] REQUEST FOR PROPOSALS (RFP)

RFP

Similar in concept to an RFQ, in addition to requesting a potential Architecture firm’s interest and qualifications, an RFP will request a full proposed project schedule and Fee structure for the Architect and Consultant team. The RFP option is frequently used for Civic projects, and is best suited for nonprofit organizations that have already prepared more detailed information about the project, including budget and programming strategy.

[4] INVITED COMPETITION Building upon any of the selecting processes mention in options 1-4, selected firms may be targeted to prepare preliminary design documents. A nonprofit organization’s interest in a competition process is to solicit several design options so that different firms and project strategies can be presented and selected for applicability and responsiveness. If deliverables are expected from Architecture firms, a stipend is usually associated with such submissions. [5] OPEN COMPETITION For a potential project interested in soliciting the widest variety of design ideas, an open competition could be a manner in which to generate excitement. There is considerably less control over quality of submissions vs an invited competition, but there is the potential to find unique or spectacular solutions. A cash prize is often associated with a winner or set of winners. Engagement with the designated winning firm may or may not lead to hiring of the Architectural firm at the nonprofit organization’s discretion. Unique to an open competition, it is traditional to include an outside jury of trade professionals to evaluate the submissions in conjunction with - or on behalf of - the organization stakeholders.

CASE STUDY: FROGTOWN CENTER On a donated property in Elysian Valley (“Frogtown”) the project’s design is generated from three main goals: to be flexible with program, to provide a secure site, and to provide for future expansion into the community. The result is a customizable modular system, providing for an expandable recreation center. The incline of the adjacent river bank is envisioned as an outdoor theater, immersible during flooding. The client, River LA, is a nonprofit whose mission is to ensure the 51-mile LA River integrates design and infrastructure to bring people, water and nature together.

What Do Professional Design Services Cost?

[1] CONCEPT DESIGN Concept design services will vary with project size and site contexts. Architectural contracts can be prepared for (a) hourly work, (b) per deliverables, (c) a flat fee, or (d) hourly under a not-to-exceed sum. It should be noted that design services are not consistently proportionate to construction cost. For example, existing buildings need to be examined extensively in order to prepare accurate design proposals even when renovation costs maybe relatively modest. The specialist consultants added to the design team will each prepare their own proposals in separate agreements with either the architect or directly with the nonprofit entity.

[2] PRODUCTION DOCUMENTS The majority of professional costs will come after the fundraising phase, and is typically proposed as lump sum fees for services from each design professional. Though rare, some architects may alternatively propose fees based as a percentage of construction cost. Any entity considering a construction project should be encouraged to solicit proposals from multiple architecture firms and consultants to ensure value. [3] PRO BONO? Nonprofit organizations have every expectation that their goodwill towards the community may result in pro bono services being directed towards their own internal projects. But, like any expert professional, designers will typically expect compensation, even if moderated by the nature of a nonprofit client. Larger corporate design firms often have more flexibility to accommodate pro bono requests. Smaller firms may often provide greater client attention, though are less able to provide heavily discounted services.

CASE STUDY: PREPATEC CHARTER SCHOOL As Alta Public Schools continues to expand in the Gateway Cities of Los Angeles County, IntuArch was tasked with the expansion of their High School program, Prepatec. The site chosen was a former adult beauty school, and previously a big box store. By envisioning a colorful and vibrant adaptation of the existing building, the renovation provides an economical and cohesive design for the acclaimed International Baccalaureate school.

How Much Does Construction Cost?

[1] HARD COSTS Hard construction costs are the most important figure for an architectural project, and yet the most elusive. There are two main categories of projects when estimating costs: renovations of existing spaces and new construction. Renovations, also known as tenant improvements, can range in cost from $50$200 per square foot. Often this variation is due to the extensiveness of building system replacement and the quality level of finish materials. New construction will typically range from $400-$700 a square foot. Architectural programs that require special equipment, such as advanced technologies or laboratories, can cost even more. [2] SOFT COSTS Costs not directly related to construction labor and materials, can include: business interruption, legal fees, permit fees, insurance, financing, soil/geotech reports, and contingencies. [3] FF&E All furniture, fixtures, and equipment associated for the project include all the items not “attached” to the building. Depending on quantity and quality, furnishings and fixtures can easily be an additional 10-40% of the construction cost for a project. Therefore FF&E requirements need to be accommodated within the budget from the beginning of a project.

[4] OPERATIONS Nonprofit organizations also need to prepare for the costs to operate the completed project for utilities, labor, and maintenance. A consistent goal for any project is to reduce the overall utility costs with proper implementation of sustainability improvements. Though often operational costs will be on par with previous budget allocations, they could be drastically different. The design process should include an investigation into the operational intentions of the organization when determining the selection of materials and components for construction. [5] LANDLORDS If the organization is a renter of space, their lease has important provisions that govern both the extent of possible work and who pays for it. Sometimes landlords are happy to split costs or provide their own improvements related to the “shell” of a building, which would include exterior walls, windows, and roofing. Typically, they do not cover tenant improvement costs, which include interior finishes, lighting, or mechanical work. It’s important to set up a working relationship with clear intentions at the very beginning of a project. Often new leases can be written to reflect the tenant contributions.

How Does

Design for Nonprofits?

[1] STAKEHOLDER ANALYSIS Our design ideas come from extensive research, utilizing an analytical toolset employed with an open mind. We inquisitively develop a responsive and contextual architectural strategy, in parallel with budget alignment and project schedule. “Design is making creative decisions on behalf of target users to create a product that satisfies their goals.” Unique to IntuArch is our focus on creating environments that have their ideas generated from the occupant experience. Our clients are presented with clear reasons and options of how together we can create a successful building, by sharing applicable data, logic, and diagrams, to facilitate the design process.

[5] CONTEXT ANALYSIS We believe that design must constantly be evaluated for effectiveness. Besides our nonprofit organization specific analysis, we ensure a design maintains a positive relationship to its cultural, urban, and environmental context. Well designed buildings sit comfortably within their communities, affording positive interactions for decades. [6] BOARD COMMUNICATION The relationship between the Board and the staff is of course specific to each organization. IntuArch has a history of working within many types of institutional environments, and can be hired by whichever entity is determined to be responsible for facility operations. The participants in the design process are determined by each client per project.

[2] PROGRAM ANALYSIS Architects can plan for the future of an organization by analyzing the current set of core functions for efficiency and planning for their future. Industry trends, anticipated advances in technology, and changes in culture are thoughtfully strategized. Much of this type of knowledge is gathered from active participation or direct observation. [3] STAKEHOLDER INTERVIEWS Establishing a working relationship with all staff levels is integral to creating a product that reflects goals for motivation, collaboration, productivity, and wellness. For some nonprofits, it is also necessary to incorporate feedback from the organization’s clientele and participants.

[7] STYLE We have no set styles at IntuArch, and believe the most appropriate design solutions for a project come from research and context. We have worked on preserving Spanish Revival buildings from the 1920’s, have updated modernist era buildings from the 1960s, and prepared contemporary expansions for institutions with the latest in technologies and materials.

[4] SCENARIOS IntuArch works with the stakeholders to prepare scenarios where different tasks and events are hypothesized and executed to develop responsive design strategies and to evaluate design proposals for efficacy.

CASE STUDY: FROGTOWN CENTER On a donated property in Elysian Valley (“Frogtown”) the project’s design is generated from the site’s most prominent existing feature: the riverside recreation path. The path creates an inclined exit ramp with access to an elevated plaza. A cantilevered viewing platform brings a visitor outward for a view over the river, a visible exaggeration of the recreation path itself. Below the plaza is a multipurpose space dedicated to the community and to the arts. The client, River LA, is a nonprofit whose mission is to ensure the 51-mile LA River integrates design and infrastructure to bring people, water and nature together.

About

[1] MISSION STATEMENT Our company name is short for Intuitive Architecture, stemming from our consistent belief that users of a building have intuitive perceptions of space. We can design our buildings to be more successful by understanding the true nature of how users would interpret our buildings. We utilize design strategies that encourage and respond to how occupants perceive their spatial environment, bringing added value to users, clients, and all project stakeholders. Successful architecture creates spaces of comfort, delight, enjoyment, and movement. We also believe that design must constantly be evaluated for effectiveness. Besides occupant motivation analysis, our designs are produced by determining the most important goals of a project in reference to context, economics, program, circulation, and the environment. Our clients are presented with clear reasons and options of how we can create a successful building together, sharing applicable data, logic, and diagrams, to facilitate the design process.

[2] ARCHITECTURAL SERVICES We are a full service Architectural firm, specializing in the production of unique concept designs for commercial scale projects. Our recent projects range in scale from 5,000 to 25,000 square feet. By focusing on the early stages of what to build and how to build, we analyze the potential of a site and the project program to bring value to our clients. We link project visualization with sound financial strategies. For clients who are not sure how what to build or how to renovate an existing space, we prepare concept designs as a preliminary product before further commitments are made. Our deliverables are tailored to the specific needs of each project. [3] PROJECT EXPERIENCE • Community Centers • Education K-12 • Historic Adaptive Reuse • Hotels: High Rise • Hotels: Renovations and Rebranding • Libraries • Market Halls • Mass Transit Stations • Mixed-Use • Multifamily: High Rise • Multifamily: Medium/Low Rise • Museums • Nonprofit Institutions • Parks and Recreation Facilities • Pedestrian Infrastructure • Public Art Infrastructure • Recording Studios • Shopping Centers • Sports Training Centers • University Academic Buildings