Design Strategy Portfolio by Micah Burger

MICAH BURGER

M A S T E RS OF A RCH I T ECT UR E, 2012 U N I V ERSITY OF CALI FOR NI A, B ER KELEY C O L L E G E OF E N V I R ONMENTAL DESI GN

BA I N E CONOM ICS_HONOR S, 2007 U N I V ERSITY OF CALI FOR NI A, SANTA C R UZ

M I C A H .BU RG E R@GMAI L.COM 5 10 . 29 5 .3 4 8 0

TABLE OF CONTENTS

professional OPX Global Operating Environment Report and Visuals | 2014

18 academic

30 personal

Golden Shovel Real Estate Challenge HAAS School of Business | 2012

“Ellipsis - Reprise” Photography Commission | 2012

“Strange Works” Master’s thesis | 2012

232 Wurster Photography Commission | 2013

Vertical Cities Asia Competition Advanced Option Studio | 2011 Digital Ceramics Digital Fabrication Semiar | 2010

PRO F ES S I ON A L

OPX GLOBAL Operating Environment Report and Visuals The Integrated Operating Environment (IOE) approach offers clients a multi-step process that identifies current operational, technical, and cultural trends within their organization, enabling the IOE team to create the most appropriate design for their organization, and to make personnalized recommendations that enhance their operations and future growth.

Operating Environment Survey Highlights Office Participation Rate

Positions

74%

502 RESPONSES

SURVEY RESPONSE RATE

21+ years 14%

Govt Affairs & Corp Comms 5%

Operations 10%

Marketing & Sales 18%

Gen. Counsel/ Corp Strategy 11%

Position Participation Rate

Finance 13%

Generational Representation: Generation Y

<1 year 3%

11-20 years 20%

IT 26%

Human Capital 7%

(relative to number of respondents)

About the Survey Participants Length of Employment at Amtrak

Other 3%

NEC Infrastructure 3% EMCS 3%

(33 years old or less)

Generation X

1-5 years 46%

(34-51 years old)

Baby Boomers

6-10 years 17%

(52 years or older)

12% 46% 33%

9% preferred not to respond

AVERAGE: 9.8 years

Workplace Collaboration

82%

say collaboration is extremely important

Work Process

72% 55%

Operating Environment Survey Highlights Poster (left page)

Survey and Focus Group Findings Report (right page)

Client deliverable highlighting the results of a firm-wide operating environment survey. Preliminary results addressing the clientâ&#x20AC;&#x2122;s key strategic priorities are addressed. The poster also functions as a change management tool providing management with the communication tools necessary to keep the organization informed on the progress of the IOE process.

Client deliverable outlining detailed findings from the Vision Session, Operating Environment Survey, and Focus Groups. The report presents indepth analysis on the Survey and how the findings from the Survey and Focus Groups tie together with the clientâ&#x20AC;&#x2122;s strategic priorities. Opportunities for improvement are presented as well.

48% 39%

8.5

say acoustic privacy is extremely important say visual privacy is extremely important

lose 30+ minutes per day due to distractions

55%

of work is capable of being done remotely, per estimates

Top Ranked Attributes:

Appropriate Privacy Access to Natural Light Office Size/Configuration Workstation/Office Adaptability

Average: 48 minutes

Variety of Spaces

are distracted by overheard conversations at least hourly

Dynamic/High Energy

avg. hours respondents spend on email per week

of survey respondents are in open or shared workspaces

Design Attributes

Optimal Flow/Layout

Open/Spacious Natural Elements Subdued/Muted

63%

FROM FiNdiNGS | PeOPle

Human Capital

“Client A is still wrestling with the old industry mentality of a command and control management system...”

Human Capital

General Counsel & Corporate Security

Marketing and Sales

- Focus Group Attendee

Marketing and Sales

Finance

organizational culture of Client A and the preferred mix for the future of the organization. The four culture types are Clan, Adhocracy, Market, and Hierarchy. Clan culture describes an environment that fosters collaboration, teamwork, participation, and consensus building. It is a collegial environment where organization leaders support mentorship and act as role models for employees. Adhocracy culture describes a creative and risk taking environment where individual effort and innovation is celebrated. Market culture places high importance on the success and reputation of the organization, with competition driving organizational styles. Leaders have high expectations of employees and emphasize a results-

type of space at least daily. Eighty-one percent (81%) of participants mentioned that they would use this space for informal meetings and 53% said they would use this space for social interactions. Focus Group participants mentioned that there are many physical barriers to collaboration in the current office and that a central, informal gathering space would help address this issue.

Cultural Assessment The OCAI Cultural Assessment assesses the mix of the four culture types that comprise the current

Information Technology Finance Operations

Amtrak Police Corporate Research & Strategy

Cultural Assessment - All Positions (c o CL le llab AN ar or ni at ng io ) n,

Y AC R e, C iv ) O at y H ov nar AD (inn isio v

CULTURAL ASSESSMENT Clan: The organization promotes teamwork, participation, and consensus. Value drivers are commitment, communication and development.

Gov’t Affairs & Corporate Communications

NEC Infrastructure & Investment Development

30 20

EMCS

10 Current

Market: The organization promotes market leadership and the organizational style is based on competition. Value drivers are market share, goal achievment, and profitability.

Operations

President’s Office

Adhocracy: The organization promotes individual initiative and freedom. Value drivers are innovative outputs, transformation, and agility.

Information Technology

Gov’t Affairs & Corporate Communications

Preferred

President’s Office

Strategic Rail Initiatives

10 20

EMCS

Hierarchy: The organization has a formalized and structured work environment. Value drivers are efficiency, timeliness, consistency, and uniformity.

Y H C s, AR s ) R ce cy IE pro cien ( ffi e

(m MA co ark RK m et E pe s T tit ha iv re e) ,

H 50

IOE FINDINGS REPORT

502 74%

SURVEY RESPONDENTS

People

RESPONSE RATE

FiNdiNGS | PeOPle

Survey Response Distribution by Position

FiNdiNGS | PeOPle

NEC Infrastructure 3% EMCS 3% Govt Affairs & Corp Comms 5%

Other 3%

IT 26%

Human Capital 7%

“We need to not alienate one age group at the expense of the others. The space will need to be transitional.”

“We need to take advantage of the people who have been here for 25 years, while poising the company to not get in its own way as we move forward.”

- Focus Group Attendee

Operations 10%

The General Counsel and Corporate Secretary group has the highest percentage of Gen Y (17% of the group). Operations has the second largest percentage of Gen Y (16% of the group), making General Counsel and Corporate Secretary and Operations two of the youngest groups in the office. Corporate Research and Strategy, Client A Police, Presidents Office, and Strategic Rail Initiatives were combined into an “Other” group because there were so few respondents in each of those groups, anonymity might be comprised. Collectively, those groups are comprised of 65% Boomers. Government Affairs and Corporate Communications is comprised of 39% Boomers. Further, there are five departments that are comprised of less than 10% Gen Y employees, based on Survey responses.

Generational Demographics Generation X (ages 34-51) make up 46% of employees, by far the largest proportion of Client A’s workforce. This number is higher than the 34% of Gen X in the 2015 US workforce. Generation Y (age 33 and under) make up 12% of Client A, well below the US Workforce population (35%) in 2015. Baby Boomers (ages 52+) make up 33% of Client A’s workforce, in line with the 2015 US Workforce population of 31%. Client A’s workforce demographics skew considerably older than the US workforce. Over the course of Client A’s new lease, there will be a likely wave of departures of experienced staff resulting in institutional knowledge loss.

As mentioned, the disproportionately high percentage of Boomers and low percentage of Gen Y in almost all (continued on page 14)

KEY FINDINGS CLIENT A GENERATIONAL TRENDS

Gen Y Gen Y Gen Y

Gen X

make up 17% of the General Counsel and Corporate Secretary department, making it the youngest group in Client A

Boomers

81% say collaboration with colleagues is extremely important - compare to 80% for Gen X and 84% of Boomers - across all our clients, Gen Y typically places the lowest importance on collaboration

Boomers

85% expect to work more with electronic documents and store less paper, the highest of any age group

IOE FINDINGS REPORT

59% say adequate visual privacy is extremely important, the most of any age group

77% say adequate acoustic privacy is extremely important, the most of any age group

49 6

Gen. Counsel/ Corp Strategy 11%

FOCUS GROUP PARTICIPANTS

departments makes Client A vulnerable to institutional knowledge loss as older generations retire. Additionally, over half of the Gen X group is in the 42-51 age bracket. Attention will need to be paid to how knowledge is transferred as employees retire in the near future as well as attracting new talent. As one Director said in Focus Groups, “We need to take advantage of the people who have been here for 25 years, while poising the company to not get in its own way as we move forward.”

Marketing & Sales 18% Finance 13%

FOCUS GROUPS

Survey Response Distribution by Generation

Years of Service with Client A 21+ years 14%

11-20 years 20%

46% 34%

Baby Boomers (52+)

Fifty-one percent (51%) of Survey respondents have been working for Client A for more than five years and 34% of employees have been with Client A for more than 10 years. This suggests retention of talent

33% 31%

Prefer Not to Respond

6-10 years 17%

SURVEY STATS

Generation Distribution by Position

Amtrak Client A Survey Respondents

51%

2015 US Workforce (Pew Research Center)

80%

Top Reasons for Choosing to Work at Client A

REA 7% 40 Mass 15% 10 G 43%

Meaningful Work 117 Opportunities 100 Compensation 71 Quality of Life 64 Colleagues 64 Location 30 Culture and Values 28 Other 13

191

EMPLOYEES AT CLIENT A MORE THAN FIVE YEARS

60%

Prefer not to respond 40%

(# of votes from survey 2 votes per person)

IOE FINDINGS REPORT

Boomers (51 years old or older) Gen X (33-50 years old)

20%

Gen Y (32 years old or younger) GC & Corp Secretary

Operations

Finance

IOE FINDINGS REPORT

Marketing & Sales

Govt Affairs & Corp Comms

in or near a busy space where a high volume of activity generates noise.

In the Survey, “Meaningful Work” was, by a wide margin, the top-ranked reason employees choose to work at Client A. This resonance among employees on their enthusiasm and commitment to Client A’s mission can be leveraged during the change management initiative.

“Confidentiality, Privacy, and Concentration” was the top-ranked Focus Group discussion topic and came up as an important component of the discussion about “Individual Workspaces” and “Mobility and Remote Work”, the second- and third-ranked Focus Group topics respectively. “Appropriate Privacy” was the sixth-ranked (out of 12 topics) Design Attribute during the Vision Session. Because 63% of Survey respondents are in an open or shared workspace, it is not a surprise that this topic ranked highly and elicited significant discussion during Focus Groups and in Survey comments.

The Ability to Concentrate In any work environment, productivity suffers when employees find themselves subjected to frequent distractions. In general, office distractions are most commonly attributed to loud speakerphone use, nearby conversations or phone use, or being located

(continued on page 17)

KEY FINDINGS

DiSTRACTiONS

9% 100%

Primary Duty Location

35%

Gen X (34-51)

1-5 years 46%

60 Mass 35%

12%

Gen Y (<33)

<1 year 3%

is not an issue, but as employees retire, more attention will need to be paid to attraction of new talent. It will become important to instill the company’s culture in the newer members of Client A and transfer knowledge from longer-term employees. In the Survey, “Culture and Values” ranked second-to-last in reasons employees choose to work at Client A. Focus Group discussions suggest that there may not be a clear and consistent culture that unites employees across Client A’s DC offices. There may also be a lack of transparency between management and staff that may be causing some mistrust and morale issues. With the move to a new office, an appropriate change management initiative can increase transparency and help to define an improved Client A culture for all employees.

% Response

The following page shows the survey response distribution by position, tenure with Client A, and age group. For the age breakdown, we show comparative generational data for the U.S. workforce population in 2015.

NEC Human Infrastructure Capital

Other

323 hrs

TIME LOST ACROSS CLIENT A SURVEY RESPONDENTS PER DAY DUE TO DISTRACTIONS

EMCS

73% 75%

60%

> Human Capital: 93% > EMCS: 47%

37%

are distracted by overheard conversations at least once per day

> NEC Infrastructure & Investment Development: 86% > Legal: 33%

lack adequate acoustic privacy > Government Affairs & Corporate Communications: 73% > EMCS: 27% lack adequate visual privacy

> NEC Infrastructure & Investment Development: 50%

> General Counsel & Corporate communications: 21%

53%

minutes lost per day to uncontrollable distractions > Human Capital: 58 minutes/day > EMCS: 40 minutes/day

PRiVACY

are distracted by impromptu visits from colleagues at least once per day

lack access to private, quiet spaces other than their primary workspace

> Government Affairs & Corporate Communications: 68%

> EMCS: 7% 15

IOE FINDINGS REPORT

OPX GLOBAL Space Use and Programming Visualization As part of the Integrated Operating Environment (IOE) process, ethnographic observations and scenario planning excercises are undertaken to find patterns in the use of space and analyze possibe space-use scenarios moving forward.

DECISION CRITERIA

1 1 2 3

Safety and security

Customer focus

Financial excellence

As part of the ethnographic observaton process, the workplace is monitored and occupancy uses are recorded. The findings are presented graphically to uncover trends and anomalies in the use of space. The graphic shows high frequencies and blocks of unused spaces with smaller blocks of focused work and collaboration interspersed throughout the day.

OPPORTUNITIES

Opportunities Flow Chart STRATEGIC PRIORITIES

Space-Use Time Study (below)

Collaboration and interaction

Efficiency

Leverage technology

Flexibility to change

More effective work process

Attract/ retain talent

Support innovation

8 9 10

Natural light

Health/ wellbeing

Mobility

OPPORTUNITIES IDENTIFIED

16 6 11 13 24 10 8 6 6 12

Allow some conference rooms and informal meeting spaces to be used without advance reservation. Revamp conference room reservation system to allow all employees to reserve rooms on a shared calendar. Address Amtrak’s vulnerability to institutional knowledge loss due to large Boomer and Gen X and small Gen Y workforce. Create a physical separation between meeting/gathering and productivity spaces and personal workspaces. Implement change management initiatives to encourage the use of new, informal meeting/gathering spaces and to address office etiquette issues. Consider hosting brown bag “lunch and learns” or more regular town hall meetings open to Amtrak staff to facilitate cross-departmental collaboration and interaction. Explore consistent and robust remote work strategies/policies to increase retention/ appeal to Gen Y and for more efficient use of space and costs of operations. Implement change management initiatives to educate on any new remote work policies and expectations and training for managers in managing remote workforce. Enhance videoconferencing capabilities to better communicate with Amtrak employees in offsite locations. Improve Wi-Fi within the office to provide continuous coverage and greater accessibility to network resources. Make device charging stations ubiquitous by locating them in privacy rooms, formal and informal meeting spaces, pantries, and individual workspaces. Provide large screens, easy A/V connectivity, dry-erase boards, and convenient outlets to support effective mobility, productivity, and collaboration within the office. Provide dual monitors or large screens in meeting spaces to enhance productivity when spaces are used for focused work or small team meetings. Consider adopting call forwarding and soft-phone technologies to alleviate concerns about leaving one’s primary desk and not being able to receive calls. Decrease reliance on physical files and implement more robust electronic document management systems. Aids in transfer of knowledge. Address current concentration issues with better soundproofing techniques. Incorporate better construction materials and techniques for acoustic treatments. Explore appropriate and consistently sized and configured private offices. Create a modern, welcoming, vibrant, and understated office space that is reflective of Amtraks brand and visitor expectations. Improve environmental branding to honor Amtrak’s history while reflecting innovation and Amtrak’s future vision. Maintain connection to Union Station. Consider using glass with an appropriate amount of transparency for office fronts to provide greater natural light exposure for those in the interior space. Consider low walled workstation dividers to increase natural light penetration and improve flow, layout, visibility/transparency, and collaboration. Provide at least one larger, rectangular, divisible, multi-purpose space to accommodate department- and Amtrak-wide gatherings as well as other large events. Provide a flexible training room for onsite trainings and orientations. Provide modularity and uniformity in space and furniture design to help manage growth, promotions, and churn costs. Locate “destination”/public function spaces (huddle rooms, coffee bars, pantries, team rooms, reception, cafe, etc.) in centrally located area to encourage internal mobility and interaction. Improve the layout of open workstation areas; position open workstations so that employees do not have their backs to major circulation routes or adjacent to public functions. Provide adjustable and ergonomic furniture in individual workspaces and public spaces. Improve signage and wayfinding. Design circulation routes to improve sight lines, have no dead ends, include wayfinding cues, and be oriented towards natural light sources. Provide adequate security for confidential files and personal items in open workstations.

VISION SESSION IMPERATIVES PEOPLE • Collaboration and interaction • Flexibility to change • Safety and security • Efficiency • More effective work process • Create community • Support innovation • Attract/retain talent • Mobility • Appropriate privacy

TOOLS • Security • Efficiency • Flexibility to change • Support innovation • More effective work process • Attract/retain talent • Mobility

PLACE • Collaboration and interaction • Flexibility to change • Safety and security • Efficiency • Optimal flow and layout • Office size and configuration • Natural light • Dynamic/high energy • Color/vibrant • Employees first • Inspiring • Support innovation • Create community • More effective work process • Related to Amtrak’s history and future vision • Mobility • Appropriate privacy

Scenario Planning Rules Engine Graphic (below) As part of the scenario planning phase, the IOE team analyzes different scenarios and how those scenarios effect a set of 10 attributes that describe the workplace. These attributes are scored on a scale of 1 to 10. This graphic matrix helps to visualize how the ratio of private offices to workstations, coupled with the percentage of telecommuting, effects the 10 key attributes of the office. Clients can then pick the scenario that has the most appealing mix of scores.

INTEGRATED OPERATING ENVIRONMENT (IOE) PROCESS

TR AN SF

Taps into the potential energy, creativity, and knowledge of an organization to encourage the required behavioral transformation to support the end ONGOING goal. Builds buy-in. ENTIRE ORG.

NING

Imagines a range CULTURAL of possible ASSESSMENT futures.Guided Assesses a firmâ&#x20AC;&#x2122;s IOE 1-2 WEEKS by objectives 1-2 WEEKS FINDINGS current and ORG. DECISION ENTIRE ORG. identified in REPORT preferred cultural MAKERS Vision Session; state Online Facilitation OPX Proprietary Models a variety Customized to Software ESP Client 75 MINUTE of operating SESSIONS environments EMPLOYEE GROUPS OF 6-10 that enhance ENGAGEMENT In-Person work processes, Benchmarks Facilitated by OPX leverage Groups of Peers by employee Function and Hierarchy technology, and engagement for support culture. post-occupancy evaluation. Takes deeper dive into operational

A EN

LAN P O I

In-person Electronic Facilitation Anonymous

OPERATING ENVIR O N ME N TS U RV

In-person Meetings, Virtual Communications, Print Publications

ON I AT

IP RSH E AD LE

N IO

areas from Vision Session and which the Operating Environment Survey indicated for further analysis. Discussions occur in groups of peers with similar functions.

FOCUS GROUPS

The IOE approach to design goes above and beyond traditional architecture and interior design improvements. We offer our clients a multi-step process which identifies the current operational, technical, and cultural trends within their organization. The results enable us to create the most appropriate designs for their organization, to make personalized recommendations that enhance their current operations, and foster future growth.

TECHNO LOG Y& OBSERV PR ATIO N S OCES PROGRA T MMI NG UDY S AS AN SE DD SS AT M AG VIS EN AT SIO T HE N SE RI Brings leadership SS together to determine and prioritize Strategic Objectives, Decision Criteria, and Design Attributes. This will serve as a guide for decision making later in the process 3 HOUR SESSION ORG. LEADERSHIP

Architecture for Humanity AIA Conference Boards Display boards and copy for Architecture for Humanity booth at the 2013 AIA National Convention. The goal of the boards was not only to display Architecture for Humanity’s most recent projects, but to communicate Architecture for Humainity’s brand and mission in easily digestible copy.

BUILDING RESILIENCE

BUILDING SUSTAINABILITY

BUILDING BACK COMMUNITIES TO STAND STRONGER IN THE NEXT MAJOR DISASTER.

BRINGING ESSENTIAL SERVICES TO COMMUNITIES IN NEED

ARCHITECTURE FOR HUMANIT Y IMPLEMENTS LONG-TERM RECOVERY PROGRAMS AFTER MAJOR DISASTERS, HELPING COMMUNITIES REBUILD SAFER, STRONGER AND MORE SUSTAINABLY.

ARCHITECTURE FOR HUMANIT Y CREATES ACCESS TO HEALTH, FOOD, AND SAFE AND ACTIVE SPACES THAT EMPHASIZE PERSONAL DEVELOPMENT, COMMUNIT Y INTERACTION, RECONCILIATION, AND VIOLENCE PREVENTION AROUND THE GLOBE.

ODOM RESIDENCE, GULF COAST COMMUNITY DESIGN STUDIO, Image // John Dwyer Biloxi, Mississippi

DESPORTE RESIDENCE, CP+D WORKSHOP, Image // Nicole Nowak Biloxi, Mississippi

TYLER RESIDENCE, MARLON BLACKWELL ARCHITECTS, Image // Marlon Blackwell Architects Biloxi, Mississippi

KIDS AT PLAY ON THE PITCH, Image // Marcus Weiss Katatura Football for Hope Center, Katutura, Windhoek, Namibia

BILOXI MODEL HOME PROGRAM

KATUTURA FOOTBALL FOR HOPE CENTRE

Following Hurricane Katrina, Architecture for Humanity established a regional office to help families repair and rebuild. Funding has supported everything from property surveys and assessments, to creating construction guidelines and standards, to the design and construction of homes. Through this program the rehabilitation of hundreds of partially destroyed housing stock became possible. The Biloxi Model Home program provided design and construction services and financial assistance for families in Biloxi, Mississippi, whose houses were destroyed by the hurricane.

As part of its Football for Hope program, in partnership with FIFA and streetfootballworld, Architecture for Humanity is managing the design and construction of 20 multi-purpose sport and community centers throughout Africa. Each one of these projects represents the spirit and identity of the region in which it is embedded, addressing its community's most pressing needs, from facilitating reconciliation in Rwanda, to supporting gender equality in Mali, to providing HIV/AIDS education and support in South Africa.

CHILDREN FROM THE VILLAGE OF KITAKAMI PARTICIPATE IN A SATURDAY DESIGN WORKSHOP AT THE NEW “WE ARE ONE” MARKET AND YOUTH CENTER, Image // Karl Johnson Kitakami “We Are One” Market & Youth Center, Tohoku, Japan

Families were matched with architects and together worked to design new homes, at once affordable, sustainable and to new city specifications to elevate living spaces above storm surge levels. This program approaches reconstruction in a mode that facilitates good design solutions by standardizing processes and partnership strategies, as opposed to standardizing design. The Biloxi Model Home Program established a precedent for disaster resilience, allowing effective and rapid relief in critical times.

The Katutura Football for Hope Centre for the nonprofit Special Olympics Namibia provides local youth with universal access to active spaces, classrooms for Information Communication Technology (ICT) Training and administrative offices for the nonprofit. The center design utilizes large overhangs to combat the harsh Namibian sun and provide shelter during the wet spring season. The buildings are naturally ventilated, make use of passive cooling design techniques.

ARCHITECT ADACHI-SAN FROM SPAZIO INTRODUCES HIS POST-TSUNAMI HOUSING DESIGN AT MAKIBIZ, Image // Miku Kano Ishinomaki, Tohoku, Japan FRESH MOVES FLEET ON LAUNCH DAY, Image // Katherine Darnstadt Chicago, Illinois

THE MAEAMI COMMUNITY HOUSE, COMPLETED Maeami, Tohoku, Japan

CURBSIDE EXTERIOR PERSPECTIVE, Image // AFH Chicago

TOHOKU REBUILDING PROGRAM

Following the March 2011 Great East Japan Earthquake and Tsunami, Architecture for Humanity established the Tohoku Rebuilding Program to assist in diverse long-term reconstruction needs - from technical construction expertise to economic development for community groups and small businesses. Assisting disaster recovery demands a holistic approach. Affected communities need access to a range of services, including counseling, education, training, design and construction. In Tohoku, which suffered economically even before bearing the brunt of the 2011 catastrophe, the integration of construction and business support services is key to long-term recovery.

Projects in the first year focused on building public spaces, granting children access to sport and education, and supporting local businesses. Small-scale projects yielding large, regional impacts, an effect known as “urban acupuncture,” maximizes benefit for investment and builds much needed public spaces available for use by entire villages. In 2012, the business recovery center MakiBiz opened in downtown Ishinomaki. MakiBiz conducts outreach and awareness seminars and manages RFP's and other services to rebuild local businesses.

BUILDING A MORE SUSTAINABLE FUTURE USING THE POWER OF DESIGN

FRESH MOVES MOBILE PRODUCE MARKET ON LAUNCH DAY, Image // Katherine Darnstadt Chicago, Illinois

FRESH MOVES MOBILE MARKET A 2006 study shed light on a major facet of community disinvestment in Chicago’s AfricanAmerican communities: the lack of grocery stores. The study examines the phenomenon of “food deserts,” described as “communities with little or no access to grocery stores and quality, nutritious food choices.” Roughly 1 in 6 Chicago residents lives in a food desert. Food access has been directly linked to diet-related disease - including diabetes, obesity, and premature death. Chicago-based non-profit Fresh Moves approached the Chicago chapter of Architecture for

Humanity to design a solution to all the city’s food deserts. The Fresh Moves Mobile Market is that solution: the fully functioning vehicular produce market repurposes a retired Chicago city bus to make the rounds in the South and West sides. As of June 2013, the Mobile Market operates five days a week between 23 different stops. Negotiations are now underway for phase two of the program - a full fleet of nomadic produce providers.

BUILDING A MORE SUSTAINABLE FUTURE USING THE POWER OF DESIGN

BUILDING COMMUNITY

BUILDING KNOWLEDGE

BUILDING RECONCILIATION

STRENGTHENING THE BUILDING BLOCKS OF SOCIETY THROUGH PLANNING,STRATEGY, AND EMPOWERMENT.

ENGAGING STUDENTS THROUGH HEALTHY, INSPIRATIONAL SPACES THAT ENRICH LEARNING AND DEVELOPMENT.

BUILDING RE-IMAGINED PLACES FORMERLY TIED TO CONFLICT, NEGLECT, AND INEQUALITY.

A SOCIET Y’S WELL-BEING IS IMPACTED BY MANY FACTORS - SOCIAL, POLITICAL, ENVIRONMENTAL, AND OTHERWISE. ARCHITECTURE FOR HUMANIT Y RECOGNIZES THIS COMPLEXIT Y AS IT WORKS TOGETHER WITH COMMUNITIES TO CREATE SOLUTIONS THAT L AST.

SCHOOLS, CL ASSROOMS, COMMUNIT Y CENTERS, AND PUBLIC SPACES ARE THE ENVIRONMENTS WHERE OUR CHILDREN SPEND MOST OF THEIR TIME. ARCHITECTURE FOR HUMANIT Y WORKS TO ENSURE THESE SPACES SUPPORT HEALTHY GROW TH AND LEARNING FOR THE NEXT GENERATION.

ABANDONED SPACES AND NEGLECTED CORNERS SPLIT THE FABRIC OF COMMUNITIES AND LINGER AS REMINDERS OF HARD TIMES. THROUGH DESIGN, THESE SPACES CAN BE RECL AIMED AS PL ACES FOR SOCIAL, ECONOMIC AND ENVIRONMENTAL GOOD.

COMMUNITY ENGAGEMENT MEETING, Image // Darren Gill Port-au-Prince, Haiti

THROUGH ENGAGEMENT SESSIONS AND GRANT FUNDING, VILLA ROSA SELF-EXECUTED “URBAN ACUPUNCTURE” PROJECTS IN THEIR INFORMALLY-DEVELOPED NEIGHBORHOOD Port-au-Prince, Haiti, Image // Stanley Joseph

SANTA ELENA DE PIEDRITAS SCHOOL - MODEL WORKSHOP // Image, Jesus Porras Talara, Peru

KUTAMBA AIDS ORPHANS SCHOOL Parish of Kafunjo, Village of Bikongozo, Uganda

SKATEPARK AT DUSK, Image // Alix Ogilvie Manhattan, NY

COLLÈGE MIXTE LE BON BERGER (HAITI SCHOOL INITIATIVE) Montrouis, Haiti

VILLA ROSA SITE PANORAMA, Image // Brett Ferguson Port-au-Prince, Haiti

VILLA ROSA COMMUNITY ACTION PLAN

ARCHITECTURE FOR HUMANITY SCHOOLS

The Rebuilding Center run by Architecture for Humanity coordinates and collaborates with local professionals, educational institutions and other organizations on long-term Haiti reconstruction programs. To date the Rebuilding Center has overseen reconstruction or renovation of nine schools, five clinics, a series of large-scale community action plans and business assessments. Villa Rosa is an informal community that developed over the last 30 years with little, if any, planning. The Community Action Plan works with earthquake affected families to improve

According to the World Bank, educating all children worldwide will require the construction of 10 million new classrooms in more than 100 countries by 2015. At the same time, millions of existing classrooms are in serious need of repair and refurbishment. Through various programs Architecture for Humanity has been able to build schools and learning spaces for over 300,000 children in over a dozen countries on five continents.

PEHUEN FOUNDATION WEAVING COOPERATIVE, Image // Gabriel Grez Ralco, Biobio Region, Chile

quality of life and essential public services, create sustainable livelihoods and make their communities resilient to future shocks and seasonal rains. In addition to physical outputs such as safe housing and water, sanitation and transportation infrastructure, the Action Plan builds capacity, including livelihood opportunities, for longerterm improvements. The plan has developed appropriate urban planning principles at the neighborhood level, while building on the existing urban framework for metropolitan Portau-Prince.

WATERCOLOR RENDER OF PROJECT EXTERIOR, Murtinho + Raby Arquitectos Ralco, Biobio Region, Chile

HOUSE OF THE WOMEN WHO WEAVE LIKE SPIDERS SECTION, Murtinho + Raby Arquitectos Ralco, Biobio Region, Chile

Regardless of location, each project works through a locally-based Design Fellow and the community in a process directly engaging residents, teachers and students in design development, and local contractors through construction. Designs emphasize safety, comfort through low-energy (passive) ventilation and natural lighting, and disaster-resilient construction, and economic development.

THE GREEN SCHOOLS APPROACH Green Schools Investment Guide

infrastructure for long-term health and prosperity. The Ruka Llallin Domuche ("House of Women Who Weave Like Spiders") weaving artisan’s centers in Alto Biobio, Chile, focus on strengthening the rich traditions of textile weaving amongst Pehuenche women in two communities. These centers will house the existing local women’s weaving cooperative and allow it to grow from 30 to 70 women.

BUILDING A MORE SUSTAINABLE FUTURE USING THE POWER OF DESIGN

GREEN SCHOOLS PROGRAM

Despite a shared vision to build healthy, inspiring and sustainable schools for the next generation, America’s schools face significant barriers to becoming green learning environments. More than ever, school buildings are outdated and unimproved, school budgets are strapped, and educators are burdened beyond an ability to teach the 'big picture' thinking and sustainability. Architecture for Humanity has partnered with the United States Green Building council to circumvent these barriers, generate youth-led awareness and create resources for communities to restore their (at times, literally) crumbling educational infrastructure. Guerrilla Green is a grant program challenging teams of middle and high school students

MANHATTAN BRIDGE LES SKATE PARK Sponsored by a NIKE GAMECHANGERS grant, community skate advocate Steve Rodriguez and Architecture for Humanity coordinated community outreach, design, municipal review and construction to revamp and reramp a dilapidated public park, extending its services to tens of thousands. Following the closing of popular skate spot the Brooklyn Banks, the long-neglected Manhattan Bridge LES Skatepark experienced an influx of users surpassing its modest features and site design, becoming one of the most heavily trafficked skateparks in New York City. With 5boro Skateboards as his vehicle, community partner and skatepark design lead Steve Rodtriguez

volunteered his time and Architecture for Humanity Design Fellow Preeti Sodhi assembled local stakeholders to maximize an active space for urban youth. Special attention paid by the Architecture for Humanity Design Fellow to site planning, design, and community engagement streamlined the neighborhood review process and ensured that a superior, safe and inviting park developed in a timely way. User engagement sessions confirmed most valuable features of the park, and subsequent design maximized flow, use and opportunities for alternative community functions. Thousands were on hand for the skatepark’s preview on June 21st, 2012: NYC Go Skateboarding Day.

ECOLOGOCICAL PROCESSING ZONE, SECTIONAL ELEVATION OF BASE ECO UNITS (SECOND PLACE, ENVIRONMENTAL IMPACT), Image // Nick Robinson, Brent Bucknum, Daniel Collazos,

Marisha Farnsworth, Jeremy Fisher Kadi Franson, Robert Glass, Emma Oppen, Gina Williams

Oakland, California

OCEAN AND COASTLINE OBSERVATORY (WINNING ENTRY), Image // João Segurado, João Magala, Manuel Espada, Mauro Geronimo, José Pereira, Luis Sezões, Filipe Freitas Lisbon, Portugal

TEAM THIRSTY FOUNTAIN, THE WINNING GUERRILLA GREEN TEAM Miami, Florida

ENEL CUORE COMMUNITY EMPOWERMENT PROGRAM Since December 2011 Architecture for Humanity has been working with Enel, Europe’s second largest utility company and a pioneer in sustainable energy around the world, in a program that will build capacity in communities living in areas affected by considerable poverty and social disadvantage. Through sustainable practices and community empowerment, this program promotes innovative development for local communities and builds social

NISKAYUNA AQUAPONICS TEAM, GUERRILLA GREEN Niskayuna, New York

INAUGURATION DAY, JUNE 21, 2012, Image // Alix Ogilvie Manhattan, NY

OPEN ARCHITECTURE CHALLENGE: [UN]RESTRICTED ACCESS across the United States to bring innovative solutions to their school buildings, outdoor spaces and activities. Guerrilla Green pitted the best ideas against each other for levels of grant funding to prototype and implement real solutions. The winning team, Thirsty Fountain, was awarded $10,000 to implement a water conservation plan for their high school in Miami. The Green Schools Investment Guide was created to assist school community action takers, be they administrators, educators or PTA boards, with a comprehensive set of best practices to make practical and cost-effective school improvements. The guide outlines paths for schools to finance and implement these improvements, and includes easy-to-digest menus of strategies to identify, finance, and implement these upgrading models.

BUILDING A MORE SUSTAINABLE FUTURE USING THE POWER OF DESIGN

The Open Architecture Challenge is an international design competition where designers are challenged to partner with the broader public to address inequities affecting health, prosperity and well-being. The 2011 Open Architecture Challenge, [UN]RESTRICTED ACCESS: From military space to civic space, prompted designers to develop imaginative and revolutionary ideas for re-purposing abandoned, closed or decommissioned military sites and structures. West Oakland has long suffered from major health problems directly related to air contamination from the neighboring Port of Oakland, a one-time Army base. Yet the community reaps few direct economic benefits from this hub of international trade. The Ecological Processing Zone looks forward 100 years, integrates ecological infrastructure

with sustainable urban timber harvesting and renewable energy production, and forges intricate and vital connections between the port and its neighboring community. In Lisbon, Trafaria’s 5th Battery is part of a large network of military structures that once protected the surrounding coastline. WInning entry Ocean & Coastline Observatory (OCO) reinterprets the defense infrastructure as turned back to the sea for coastline preservation– but now in a civic, ecological and sustainable way. The OCO is a place to supervise the sustainable preservation of the coast: a place where residents, scientist, researchers, fishermen, athletes, students, etc., can meet and share their concerns, plans and ambitions for the natural Portuguese waterfront.

BUILDING A MORE SUSTAINABLE FUTURE USING THE POWER OF DESIGN

Architecture for Humanity Inaugeral Chapter Quarterly Publication The inaugural issue of the Architecture for Humanity Chapter Network quarterly publication. The goal of this compilation is to act as a voice of the international chapter network, a venue for sharing experiences and facilitating an evolving dialogue.

HOW TO USE

At the heart of Architecture for Humanity is a core group of people who have generously donated their time and efforts to support the organizations growth and operations. With advocates around the world, Architecture for Humanity is truly becoming a global organization that encourages designers to make a difference.

STAFF

AUDREY GALO

Program Coordinator 415.470.5893 audreygalo@architectureforhumanity.org

DANA HYMEL Audrey is a Program Coordinator for the Reconstruction and Resiliency Studio working on the Hurricane Sandy Reconstruction Program and the Resiliency Program. The Resiliency Programâ&#x20AC;&#x2122;s aim is to build the capacity of the chapter network in order to respond locally to disaster events and incite resiliency projects in their communities. There are several ways Audrey can help your chapter. She can provide support in developing local disaster resiliency programs, committees and projects. She share knowledge about disaster response, reconstruction and resiliency and help connect chapter with local disaster organizations and resources. Audrey can also discuss potential resiliency program ideas and help develop a chapter disaster response plan.

KARL JOHNSON

Dana is our Individual Gifts and Campaign Manager. Not only is she a resource for ideas related to donor management and fundraising, but she is also a thoughtful master of how to express the narrative of a project to those who can support it. With compassion and empathy for the work designers can do, Dana has even taken it upon herself to help build schools in Nicaragua. A true humanitarian without the convoluted architecture background, Dana really knows fundraising. Feel free to chat about funding with her. Campaign Manager 415.470.5896 danahymel@architectureforhumanity.org

GARRETT JACOBS Karl is the communications guru here at HQ, contact him to learn the most effective ways to communicate via social media, press releases and helping promote your chapters and projects via the AFH network. Help Karl help you by getting the projects online, he even created a manual for how to use the OAN to sooth the headache of the uploading process (a link and summery can be found on page 24). Karl can help advise on how to promote your projects locally. Most importantly Karl is a story teller. At the heart of all our projects lies the wonderful narrative of a community andits shelter. Outreach Coordinator 415.470.5915 garrettjacobs@architectureforhumanity.org

Communications Associate 415.470.5928 karljohnson@architectureforhumanity.org

Garrett is our Outreach Coordinator (this new position rolls together the Chapter Coordinator and Volunteer Coordinator positions) responsible for the chapter network management - ask him about everything and anything not covered by these other three people. Call him up to chat about problems, personal or professional, heâ&#x20AC;&#x2122;s a good listener. He loves to hear updates about chapter activity and then put them in this publication to help spread the word. The more he knows about whats going on in the network, the easier it will be for him to make beneficial connections. So reach out, then hold him to the actions! Really he just sits around waiting for your calls, so please keep him busy...

our home away from home 24

chapters : quarterly

architecture for humanity

May 2013

ARCHITECTURE FOR HUMANITY

CHAPTER TOOLKIT

ARCHITECTURE FOR HUMANITY

CHAPTER TOOLKIT

FORMING A CHAPTER: A Timeline

Membership The Chapter must have at least five members to organize and operate, two of which must be chapter coordinators. There should be at least one registered architect. Chapter members should register on the Chapter network.

Open Architecture Network (OAN) This groundbreaking online network empowers architects, designers, builders and their clients to share every aspect of their projects and process in an open-source community. Drawings, documents, hi-res images, slideshows and more can be freely downloaded and shared by all.

As you get under way it will be important to elect a Director of Membership who is responsible for the people management of the overall Chapter.

~MONTH 1

Website Your website is a key domain to communicate with your community, potential clients and Chapter members. It is a venue to list current and past projects, upcoming events, resources, discussions and much more.

MONTH 0

Chapter Director

Director of Membership

Chapter Director Director of Membership Director of Projects Secretary/Treasury

A Chapter should be made up of eight established positions whose role it is to ensure the progress of the Chapter, primary points of contact and perform regular administrative work. The directorâ&#x20AC;&#x2122;s roles typically require a year long commitment, participation in regular meetings, developing strategies to get the Chapter in Public view, promoting the mission of the Chapter and actively seeking out projects for Chapter members.

Director of Outreach Director of Marketing Director of Media Director of Events

day

Secretary/Treasury Responsible for the maintenance of the financial health of the Chapter. Director of Outreach Responsible for establishing relationships with entities within the community to identify potential clients and project opportunities. Director of Marketing Responsible for invigorating and sustaining the brand and image of the Chapter within the community.

Director of Membership

Secretary/Treasury

Chapter Director Responsible for day to maintenance of the Chapter.

Director of Projects Main contact person regarding project proposals, project procedures, and resources for project management.

Director of Outreach

Director of Projects

POSITIONS see following pages for in-depth descriptions

Director of Membership Responsible for the people management of the overall Chapter.

Chapter Director

~MONTH 3

Collateral It is important to develop templates for business cards, flyers, newsletters, and marketing materials. Make sure to use your approved Architecture for Humanity Chapter Logo and to credit any images you use.

The initial chapter must face some key questions before it becomes too big. The chapter must decide whether it wants to focus on local design, outreach, or advocacy projects. It will be important to bring a Director of Projects on board early as they will become the main person for project procedures and project management. A Secretary/Treasury will be important as funds and donations come in.

As the Chapter grows and you decide what your focus will be, it will be important to elect a Director of Outreach who will be responsible for establishing relationships in the community and identifying potential client and project opportunities.

Social Media Social medial can be an effective tool to market your Chapter to your potential clients, funders and community. It can also be a platform to spread the word about upcoming events. Branding Architecture for Humanity has a Brand Manual and Identity Guidelines handout that Chapters should follow in initial branding of the Chapter. The Director of Media is responsible for branding of events, projects and marketing strategies.

One or two leaders decides to start a local chapter. This person must decide on an initial group to bring together. This group will grow over time, with each person having their own roles and responsibilities.

~MONTH 1

Agreements An important first step is to sign the Letter of Agreement Regarding Chapter Organization and Operation, which outlines the terms and conditions under which the Chapter is to be established and operated as an affiliate of AFH.

CHAPTER GROWTH

~MONTH 3

see following pages for in-depth descriptions

NOTES MONTH 0

TECHNICAL

Director of Media Responsible for management of all chapter branding, advertising, and promotional marketing. Director of Events Responsible to supervise and help facilitate chapter events. 10

PROJECT FROG Skunkworks Project - T-Series An independent skunkworks project undertaken during my summer internship with Project FROG, “T-Series” addresses an un-met demand (K-12 education sector ranked highest in value of 2010 construction starts with 1,200 new schools constructed per year) from school districts for green, low-cost, 2story school buildings that can be assembled quickly and with predictable cost. Utilizing FROG’s proven building systems and maintaining FROG’s aesthetics and performance, “T-Series” leverages a wood building system to create 1 and 2 story repeating elements in either single or double-loaded formats and conforms to the International Building Codes. After talking with education experts, the standard pod optimizes the nexus between people and their environment. Studies show that students learn 20% faster when taught in spaces illuminated by natural light. In response, classroom pods have one wall of windows, utilize solar skylights to illuminate the rear of the pods and designed so that no artificial lights are needed during the day. These pods can be converted to bathroom, stair, or entrance uses, to minimize the number of “parts” needed to assemble the building. These repeating elements can also be joined together to create larger, more flexible spaces. Leveraging FROG’s supply chain and using building components which are cost effective and easy to assemble, “T-Series” can be constructed below $200 per square foot. Floor Plans

“T-Series” provides school districts with affordable, adaptive, and quick solutions to their growing needs for classroom space and facilities. Because “T-Series” is based on repeating pod elements that can be pre-fabricated, construction is quicker than traditional construction processes and cost estimates are more accurate.

1 story no corridor

$240

1 story, single loaded 1 story, double loaded

$220

2 story single loaded 2 story double loaded

$200

$180

$160 0

5,000

10,000

15,000

20,000

25,000

30,000

skylights at rear of classroom skylights along corridor

sloped roof

recessed entry

teacher prep rooms

shear walls classroom

teacher prep rooms

bathroom & stair module

main entry curtain wall sun screen

sun shades

PROJECT FROG Retail Environments Research and Prototyping In order to help Project FROG move into the retail sector, we needed to analyze the attributes of existing retail environments to determine how Project FROG could adapt to their needs. The goal being “smart optimization” of Project FROG’s building systems. What building attributes should we design for or allow for retailers to express their brand through their building. Using complete drawing sets of prototypical store designs for national chains, I compiled a series of infographics to show the patterns and anomalies. Below I show the critical heights of several national chains, showing where Project FROG can allow for customization. In addition I analyzed facade materials and how much of each material was used. PLASTER BRICK VENEER

EIFS

7-11

STUCCO

50%

BRICK VENEER

CMU

STONE

60%

FIELD STONE VENEER

E IFS

BRICK EIFS

CMU

EIFS

METAL PANELS

EIFS

70%

45%

GLAZING

The challenge was to address the client’s needs while staying within FROG’s ability to modulate and prefabricate the building components. The goal of these projects where to figure out the optimized building system for retail clients and then provide a set of customizable features that could be added into the base design.

NICHIHA PANELS

Using this information, we developed sketches of prototypical FROG buildings, using their existing modular system, while designing in customizable features that retailers might ask for. Using these sketches as a base, I digitally modeled the conceptual sketches into precise models using FROG’s existing “kit of parts”. I then developed several prototype designs for a retail client that we were in conversation with.

37%

30% 25%

25% 20%

20%

10%

ATT

McD

AVG.

FACADE FINISHES | Entry Facade

c e n t r a l m o n i t o r, i n s e t e n t r y

10’-2” 9’

AVG. 7-11

9’-8”

9’

DQ 10’ 10’-2” 10’-2”

ATT 11’

10’-8”

10’-6”

10’-1”

10’

9’-8”

11’-9”

11’-6”

AVG.

ATT 10’-6”

7-11 10’-6”

9’-6”

McD

24’-4”

18’

ATT

7-11

16’

15’-6”

15’

AVG.

19’-9”

17’-6”

BK 20’

24’-4”

e l o n g at e d monitor, pushed o ut glass fac ad e

WF 20’-1” 20’-9”

McD CF

20’-6”

24’

DQ 22’

AVG.

ATT

25’

23’-6”

25’

25’-4” 26’-6”

McD SB

CRITICAL HEIGHTS (FT.)

LOBBY/CUST. SERVICE ENTRY PARAPET TOWER

AC A D E MIC

GOLDEN SHOVEL REAL ESTATE CHALLENGE HAAS SCHOOL OF BUSINESS | NAIOP The San Francisco Public Utilities Commission is currently exploring the development and disposition potential of a 17.5 acre site called Balboa Reservoir located in San Francisco, California. As part of this process, SFPUC tasked our team with providing a thorough analysis culminating in a recommended development program and disposition strategy most likely to maximize the opportunity of the Site while minimizing risks. The Subject Property provides a unique transit oriented large scale development opportunity in San Francisco. Our team conducted detailed analysis of entitlement feasibility, market opportunities, design and development approaches, financing options, and disposition strategies.

Core Programmatic Concepts: 1. Proposed mix of residential uses strikes optimal balance between highest revenue generating property uses and political feasibility. 2. Maintain majority of student parking availability on-site; a major consideration of both City College of San Francisco and the surrounding neighborhood groups. Current Site layout allows for developer to build below the natural grade without incurring significant excavation costs. LEE AVENUE EXTENSION

3. Inclusion of “car-free” Student Housing units allows Site to reach revenue and absorption potential while minimizing negative traffic impacts highlighted as major concern due to Site’s limited ingress/egress points. 4. West to east density buildup starting with lowdensity town homes increasing to mid-density rental product in order to tie in the Site with existing community.

S OCE

AN A VEN

WESTWOOD TERRACE - PRODUCT SUMMARY Unit Count

Unit Density

Parking Stalls

Multi-Family

452

385

Student Housing

483

178

Town Homes

117

Public

796

Totals

1,052

1,181

Product Type

Site Plan

EXISTING SITE

Pedestrian Path Multi-Family

Site Rendering

VIEW THROUGH TRANSVERSE AXIS - LOOKING WEST

STRANGE WORKS HYBRID MILITARY LANDSCAPES AND INFRASTRUCTURAL OPPORTUNISM A PROPOSAL FOR MARE ISLAND NAVAL SHIPYARD

Mare Island Infrastructure

of military landscapes. Taking existing military infrastructure as a foundation, this project proposes to bundle new systems and processes within the existing networks to create new spatial experiences and infrastructural systems. This is not an attempt to re-design an entire military base, rather to design select systems and nodes and allow the city to fill in around it. It is a project that responds to dynamic and fluxing post-industrial territories. It is a project that responds to the historical flows, energies, and rhythms of its site. It responds to data, geography and climate. It responds to the economy, processes of environmental transformation, and the current and future needs of our rapidly changing society. This thesis is a test for a new way of addressing post-military, post-industrial landscapes.

NETWORKS | STRUCTURES

NETWORKS | ROADS

NETWORKS | RAIL

This thesis explores the overlooked potential of decommissioned, derelict and contaminated military landscapes. During the twentieth century, the US experienced a boom in military infrastructure. With the end of the Cold War, this infrastructure has become redundant and inefficient. These infrastructures remain unused in their contaminated landscapes, waiting for city, state, and federal governments to raise money for redevelopment. In the few instances where redevelopment has taken place, it has been a misguided attempt at mixed-use communities modeled on the New Urbanism framework. What results are placeless landscapes that turn their backs to the complex and layered histories of their sites. This thesis proposes infrastructural interventions that respond to the physicality and destroyed nature

Historical Maps Layered Over Current Map

Potential Topography Resulting From Designed Infrastructures

LOW

HIGH CONTAMINANT CONCENTRATIONS

AREA VULNERABLE TO A 16 INCH SEA LEVEL RISE AREA VULNERABLE TO A 55 INCH SEA LEVEL RISE

PHASE 1 | EXISTING BUILDINGS YEAR_2012

Contaminant Concentrations

PHASE 1 | EXISTING BUILDING

PHASE 2 | BARE STRUCTURE

YEAR_2012

YEAR_2012-2015

PHASE 2.1 | MATERIALS RECYCLED glass steel concrete

BLDG. 680 Steel structure Glass + steel skin 256,330 sf 9 bridge cranes Numerous jib cranes Freight elevator RAIL NETWORK MATERIAL COLLECTOR

PHASE 2 | BARE STRUCTURES

PHASE 3 | STRATEGIC RETROFIT

PHASE 4 | GROWTH + DECAY 2.0

PHASE 5 | NEW TOPOGRAPHY

YEAR_2012-2015

YEAR_2015-2020

YEAR_2020-2100

YEAR_2100 +

PHASE 3 | STRATEGIC RETROFIT

EAR_2015-2020

PHASE 4 | GROWTH + DECAY 2.0

PHASE 5 | NEW TOPOGRAPHY

YEAR_2020-2100

YEAR_2100 +

surface grows

structure decays productive surface

VERBS OF TIME

DREDGING BARGE ERODE

BURY

DEGRADE

ROT

REORDER

MOVE

TRANSFORM

BLDG. 680: PHASE 1

VERTICAL CITIES ASIA International Competition| Group Project The first in a 5- year series of urban architecture competitions, Vertical Cities Asia focused on the pressing issue of rapidly developing Asian cities. This project challenged the existing paradigm of rapid urban-rural migration in Asia. Our proposal, located on the outskirts of Chengdu China, is based on the logic of construction systemization and the intrinsic value of more sustainable, environmental infrastructure. The cityâ&#x20AC;&#x2122;s program grows and adapts as the city grows, to inform and also respond to those who call this place home. A series of defaults are developed to begin the initial phases of growth which are guided by the Vertical Cities Team. Using a single building block, the standard shipping module, we developed a series of practical urban construction proposals for high-density sustainable construction. A superstructure is installed which accepts units. Inhabitants begin to move into the structure over time, patterns and communities emerge from the settlements and algorithms provide guidelines for proper proportions of retail and housing for optimizing density against other parameters. The base of the tower is a central meeting point and provides a nexus for retail and civic spaces. This is also where the circulation lobby for the towers is located. After the settlement for a given area reaches a critical density, the superstructure for the area adjacent begins to be built and then populated, similar to the process above. Using on-site fabrication shops for residential units, we create an industry for the construction of our city and others beyond, creating a sustainable pathway for the agrarian population to migrate to the city. The average worker can be trained to assemble the modular structural system and become a homeowner in less than two years. â&#x20AC;&#x153;Grey spaceâ&#x20AC;? is an important part of life for the people of Chengdu, who enjoy the temperate climate and a more relaxed pace of life. We address this by creating courtyards at various scales throughout the project, from the scale of the city, neighborhood and individual unit. We have placed one tea house for an average of 200 residents. These tea houses provide a sense of community for the citizens of our city.

WIND ENERGY Using stack-ventilation to provide reliable and ample wind movement, wind-turbines

AIR FILTER particle collectors, ion shit, rhizomatic shit blah blah

WATER HARVESTING

FOOD PRODUCTION Hydroponics blah blah blah

GEOTHERMAL ENERGY heating and cooling. with use of heat exchanger and heat pump.

1-2

2-3

102000

2-3

55000

85500

2-3

82500

2350

3150

84500

3180

84500

102000 SELF-PRODUCTION, ON-SITE FACTORY

3000

2500

3150

1500

3180

2000

2-3

85500

141000

3200

5550

3950

2000

3500

2500

2000 INSTALLATION PROCEDURES 2000

DWELLING UNITS

BAMBOO

FAC TO

IRON ORE

1-2

19500

50500

39000

750 3

2-3

3150

3180

2500

2000

2 ON-SITE FACTORY EMPLOYS

RESOURCES ON SITE IS 102000BAMBOO MANUFACTURED 85500 USED IN THE PRODUCTION OF

STRUCTURAL COMPONENTS

500 2-3

82500

84500

3000

3150

EMPLOYS 10,000 WORKERS 2000

2000

HOMES AND FRAME 2-3 COMPONENTS BAMBOO MANUFACTURED ON SITE IS USED IN THE PRODUCTION 84500 OF

2350 1300

1550

YEAR ONE

1000

YEAR TWO

YEAR TWO - DENSITY

YEAR THREE

HOMES AND FRAME COMPONENTS EMPLOYS

3180 2000

EMPLOYS 10,000 WORKERS

GROWTH LOGIC AND CONSTRUCTION METHODS 1-2

50500

39000

2350TOWER METHODOLOGY

1550

1300

1000

STRUCTURAL FRAME IS ASSEMBLED

TYPICAL CIRCULATION RULES ELEVATOR CORES ARE CONSTRUCTED EVERY 70 METERS.STAIRWELLS OCCUR EVERY 30 METERS OFFSET FROM THE ELEVATOR CORES. RAMPING CIRCULATION AT A SLOPE OF 1:10 CONNECTS CORE AREAS, ALLOWING FOR BICYCLE ACCESS THROUGHOUT THE CITY.

TYPICAL CIRCULATION RULES

DENSITY (PEOPLE / BUILT ACRE)

WEB METHODOLOGY

TIME FRAMES ARE INFILLED WITH UNITS

COMMERCIAL UNITS OCCUPY SPACES CLOSEST TO CIRCULATION AREAS

query staircase if d < 5 then [ build ] staircase if D of row > maxD then stop [build] n = Neighborhood D = Density d = Distance sun = Sunlight pc = Passive Comfort LAC = Local Air Quality

PERS O N A L

ELLIPSIS - REPRISE PHOTOGRAPHY COMMISSION | 2012 Ellipsis Reprise is a performance, which combines electronic soundscape with 3D animation and site-speciďŹ c architectural installation. Presented on March 9, 2012, Ellipsis Reprise, performed as an evening event, took over the 1970 building of the Berkeley Art Museum. The installation makes visible the geometric relations of its forms and volumes, the algorithm that ultimately defines sensual experience of its space. It took ďŹ ve miles of polypropylene twine at 210 lbs tensile strength to take whole of the Museum interior. Ellipsis-Reprise creates the rhythmic complexity of spatial experience through both visual and auditory sensation, transforming this modern interior of the museum into a sensual environment of an acoustic apparatus.

232 WURSTER PHOTOGRAPHY COMMISSION | 2013 In the spirit of Wurster Hall, where the building reflects the material technology and craft of its time, this renovation reveals the true juxtaposition of the glorious past and the material fabrication technology of the present. The anodized aluminum sheets express their propensities towards lightness against the monolithic dark exposed concrete of the existing wall and waffle slab. The mailbox is composed of two large aluminum sheets, laser-cut, folded, and inter-woven to create a repetitive pattern of multiple storage spaces, while strengthening the otherwise thin sheets of metal.

The reception area is designed to create an illusion of spaciousness for the Departmentâ&#x20AC;&#x2122;s open office space, despite the fact that the space was reduced to give way to two new private offices. The new design emphasizes a very low profile reception desk that is long enough to clearly define the separation of the reception lobby and the open office area.