a. Vision Statement · a. Vision Statement Illustrate aspiration of proposed development and...

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a. Vision StatementIllustrate aspiration of proposed development and alignment with county priorities and plans for downtown Wilmington.

The proposed development envisions a transformative experience that accentuates an expanding connected urban core with a harmonious and vibrant streetscape design lined with hardscape, landscape, and lighting elements. Combining the public destinations of the County Library and Museum with residential, retail, and office uses to create a mixed-use project with ample green space enhancements and outdoor functions contributes to the vision of an urban, vibrant design interconnected to the downtown community, while providing a pedestrian-friendly environment.

Elements of Proposed Development

The development begins with a combined library/museum utilizing shared space where appropriate. Located on the corner of 3rd Street and Grace Street, the program functions continue uninterrupted. The project is phased to keep the existing facility operational until the library/museum is completed.

In conjunction, of the two residential components designed for the site, the first 125 units will be built concurrent with the library/museum. Construction of the second tower, with another 125 units, will begin upon the demolition of the existing facility. Both residential aspects of this project maintain active program at the base, the first sharing public outdoor and indoor space of the library/museum, the second with retail.

The existing “Story Park” will remain open and in use until a third, future phase of office tower or boutique hotel. This future phase is strictly market driven. The arrangement of program creates a simple zoning of the block into a residential zone that is West-facing towards the waterfront, retail and public activity along both Chestnut and Grace Streets, and a commercial/cultural zone that faces 3rd Street.

2.1 | PROJECT VISION & DESCRIPTION

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Articulate Open Space Program

Story Park is to be preserved as public open space and can be used as program space for the museum and/or library in the initial phases of the project. The new relationship of the library to this open space, as well as the library’s new collection of dedicated open spaces, will change the nature of the park for the better. It will be more dedicated to public uses and events.

From a logistical perspective, Story Park will provide laydown space for the initial phases of construction, particularly on the Chestnut and 3rd Street sides.

The new library and museum have two main above-grade outdoor spaces for programmed functions. One takes advantage of the change in grade along Grace Street. It is one level above 2nd Street, but only a few feet above grade at the main entrance at 3rd Street. This outdoor space is under cover of the first phase of multifamily residential, and can serve as queuing space for large groups, or as program space for the library. The second outdoor space for the museum is at the top level along 3rd Street. This outdoor space can serve as programmed function space for children’s activities, and for large assemblies.

Articulate relationship to other destinations

The library and museum are located along Grace Street, which has two hotels across the street, and a host of other hospitality destinations within the greater downtown and waterfront. The museum brings its program to an area dense with cultural destinations, most of which can be accessed via 3rd Street or just off the local thoroughfare.

The residential units face both the activity along Grace and Chestnut Streets, but also have as many units as possible with views towards the waterfront to the West. The residential units are similar in scale and massing to the Courtyard Marriott and the Cape Fear Hotel Apartments across 2nd Street.

Retail, restaurant and commercial offices are located along Chestnut Street, planned as a major connector to the waterfront. The restaurant spaces on the corners of 3rd Street behind Story Park and on the corner of 2nd Street respectively, join an area dense with highly respect food destinations. Ground floor program along Chestnut Street responds to the scale of the neighboring Cape Fear Club across Chestnut Street.


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b. Vertical Development ProgramThe Concept delivers a comprehensive program within the Development. No single proposed use is inde-pendent of the others from an urban planning and mixed-used development perspective. Each program or the development “supports” and enhances the other as a whole. The overall Development Program and each of its components and traits are outlined in the Summary Table below.

Proposed Use Estimated GSF No. of Dwelling Units

Library + Shared 42,000 GSF N/A

Museum + Shared 42,000 GSF N/A

Multi-Family Residential Units 240,000 GSF 250

Retail 23,700 GSF N/A

Commercial Office Space 74,000 GSF N/A

Horizontal Improvements 5 Acres N/A

Total

Within the 15,000 GSF of retail, it is assumed to have 8,000 GSF for Food and Beverage. Within the 250 multi-family residential units it is assumed to be phased and located as indicated. We anticipate attracting young professionals who want to live and work downtown.

• 125 units in Phase 1 (Grace and 2nd Streets)• 125 units in Phase 2 (Chestnut and 3rd Streets)

In addition to the 84,000 GSF for the Library and Museum there is 5,000 SF of covered terrace and 12,000 SF of outdoor terrace areas.

Confirm adherence to City of Wilmington LDOThe Development Team has extensive experience delivering this project type across the nation as well as in New Hanover County and the City of Wilmington. Both architectural firms have worked with the County and City successfully as well as Zimmer and Monteith Construction.

Specific to the proposal and concept, the development facades create a continuous streetscape setback on all sides except where Story Park exists currently. This public space is reserved until a future time when a commercial office building may occupy the site. This office building has two setbacks greater than the required block face for sidewalks, but complies with LDO section 18-196.e.2 for setbacks.

All building heights comply with section 18-196.e for maximum building heights. The office and residential buildings are above the 100’ height limit by right, but within the maximum 132’ height limit provided approval by the Historic Preservation Commission, or provided acceptance of other public benefits per Table 1 of LDO section 18-196 (e.g., public space, public parking, ground-floor non-residential on all facades).

All off-street parking complies with LDO section 18-196.f in which all off-street parking is structured parking in the existing parking garage. This garage is further enhanced along 3rd Street by screening it with the library and museum façade while providing necessary ventilation.

All streetscapes are renovated to comply with LDO section 18-196 as well, including sidewalks, curb ramps, street trees and street furniture.


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Per the LDO section 18-196, a covenant will be provided to the City for the public benefits of the outdoor library and museum spaces, understanding that the current Story Park will one day be replaced, and these spaces will provide the same or greater public benefit to the City and its residents.

Per LDO section 18-196.h, the project will incorporate all criteria for architectural building design, including its entrances, massing and scale, articulation of street-level facades, building materials and equipment screening.

Until the final developemnt plan is approved by all parties, it is difficult to ascertain what the approval process will be. However, if the development plan is approved as proposed, we do not anticipate requesting variations to the LDO and will proceed under the normal course of permitting with the city and county.

c. Parking ProgramWith respect to our proposed design concept and planning model, the parking demands are met within the site, including parallel on-street parking. It is assumed that the parking garage may be restriped to al-low up to 660 total parking spaces. The City currently has 100 spaces leased to the Courtyard Marriott in the existing parking garage. These leased spaces reduce the available parking for the block occupants for the foreseeable future.

In most parking scenarios, it is assumed an occupancy rate of 85% to create sufficient level of service for the residential, commercial, and cultural functions within the block itself. This reduces the available parking by another 84 spaces. This occupancy rate can be greatly reduced (that is, increased up to 95%) by installing an automated garage wayfinding/guidance system.

Among the cultural, office and residential functions, we can potentially create a shared parking scenario, where up to 40% of the parking needs of certain functions can be offset by complementary needs of other functions depending on the time of day. The only exception to this would be commercial retail or food and beverage, which may operate during all daytime and evening hours.

None of the parking for these functions has any pre-determined minimum or maximum parking requirements per LDO section 18-526.i. However, the LDO acts as a guide for the parking requirements of each mixed-use function on the block that, with shared parking strategies, can be accommodated.

A discussion of the mechanics of ownership and operations is provided in detail in Sections 2.4a and 2.4c.


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UnitsReq'd

SpacesShared # Shared %

Shared

Net

TOTAL PARKING AVAILABLE* 660

Reserved

Marriott Parking 100 fixed 100 0 0%

Available for Development 560

Occupancy Rate** 85% 476

Development Program

Library Staff 14 fixed 14 5 36% 467

Libray Visitors 41,000 1 per 300 GSF 137 55 40% 385

Museum Staff 13 fixed 13 5 38% 377

Museum Visitors 41,000 1 per 400 GSF 103 41 40% 315

Residential 1-bedroom 186 1.5 per Unit 279 112 40% 148

Residential 2-bedroom 64 2 per Unit 128 51 40% 71

Retail 18,300 1 per 300 GSF 61 0 0% 10

Restaurant (estimated) 4500 1 per 80 GSF (seating area) 56 0 0% -46

Future Office 80,000 1 per 300 GSF 267 108 40% -205

* Available parking total requires restriping 214

**

163

*** CBD is exempt from LDO parking requirements

Parking Requirement per Land Development Ordinance***

Parking Needs Parking Ratio

These two must be equal, or top number

must be greater

shared cultural and

office (mainly daytime Occupancy Rate holds spaces in reserve for

improved level of service shared residential

(mainly nightime use)

UnitsReq'd


Shared

Net


Reserved




Development Program







Retail 18,300 1 per 400 GSF 46 0 0% 157

Restaurant (estimated) 4500 1 per 125 GSF (seating area) 36 0 0% 121

Future Office 80,000 1 per 400 GSF 200 80 40% 1


**

126

*** CBD is exempt from LDO parking requirements

Parking Requirement with Parking Guidance System



must be greater

shared cultural and

office (mainly daytime Occupancy Rate can be lowered to minimal overflow

with a parking guidance system shared residential


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UnitsReq'd


Shared

Net


Reserved




Development Program







Retail*** 10,000 1 per 300 GSF 33 0 0% 53

Restaurant (estimated) 4200 1 per 80 GSF (seating area) 53 0 0% 0

Future Office will require changes in leased parking terms and/or off-site parking for the office or other functions


**

95

*** Retail includes "pop up" retail pavilion

Occupancy Rate holds spaces in reserve for

improved level of service


must be greater

shared cultural and

office (mainly daytime

shared residential


Parking Requirement without Future Office



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d. Horizontal Improvement ProgramOpen SpaceIn the near-term, Story Park will remain as open space to be used for both public and library and/or museum functions. The Park will be bordered by retail and restaurant space along its west edge, and public access to the parking garage, library and museum at its north edge. This will require some modification to the park edges to accommodate spill-out function for the retail space, and entry functions for the parking, museum, and library.

In the long-term, two distinct outdoor terraces that are above grade are provided for public benefit, tied to the public library and museum functions per the original program studies for those facilities. One covered outdoor terrace is a level above the ground floor of the museum, but one-half level of ramped access to the street level at the corner of 3rd and Grace Streets. This space provides gathering space and queuing functions for the library and museum near assign bus stops along Grace Street and looks out over the Marriott Hotel.

Another outdoor space is provided at the roof level of the combined library and museum, with shared educational and multipurpose spaces for the library and museum. This space has an elevated view over 3rd Street and can be used for various functions tied to these public institutions.

The ground floor retail along Chestnut Street defines a semi-public courtyard for pass-through retail and dining. This courtyard is accessible via public passage at the ground level from Chestnut Street, and transparency through the retail is maintained to improve access and visibility for this space.

Finally, there is a private amenity court for the residential users on 2nd and Grace Streets above the library and museum.

Streetscape ImprovementsAlong all sides of the block, current streetscape and sidewalk standards will be implemented. The sidewalk along 3rd Street will be widened to accommodate additional standing space and pedestrian traffic associated with the library and museum entry. The sidewalk along Grace Street will provide standing room for buses visiting the museum. The sidewalk along 2nd Street is current defined by the location of the existing parking Garage. This garage will remain therefore the rest of the block face will align consistently to it. All other sides will provide parallel parking per current City streetscape requirements.

All block faces will have street trees where appropriate, with the density required by the LDO. 2nd Street has all service access for the block and has a narrow sidewalk due to the existing parking garage location. Street trees will be limited to allow full public access to the right-of-way. Street furniture, wayfinding and lighting will comply with the land development ordinance and downtown design standards. Retail and cultural facilities will provide additional inside-to-outside lighting and activity to enhance the streetscape experience.

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UtilitiesAll above-ground utilities will be buried as part of the streetscape improvements to the site.

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e. Architectural ConceptArchitectural expression and integration is essential to a successful project and livable experience with the density this development proposes. Capturing the full market potential of the site to maximize revenue to the County can be contributed to a project of design excellence. Design Excellence meaning: smart planning, appropriate massing, appealing fenestration, contextual sensitivity, vibrant and pedestrian friendly streetscapes and intelligent placement of the varying different programs on the site within the development. Our proposed concept is the beginning of achieving this excellence for the County and the City. This project is intended to be a true mixed-use development, with complementary functions stacked vertically and aligned horizontally to maximize activity and create a consistent scale and massing that fits the downtown.

Outlined below is a summary of how our Concept has been envisioned and planned for the Downtown Wilmington Mixed Use Development project.

Connectivity: It is known 3rd Street is the main connection to the rest of the City. Therefore, the cultural and commercial programs are aligned to it. Chestnut Street is envisioned as a connector to the waterfront. Therefore, most of the retail and restaurant space, as well as the commercial office, aligns to it. Grace Street is also an important connector to the downtown. Its orientation on the north of the development serves as the functional facade of the library and museum. Bus loading and unloading, access to daylight and ground floor visual access for the library and museum are aligned to this street. 2nd Street is therefore where service

and vehicular access must be located. However, the corners at Grace and Chestnut Streets are activated with ground floor functions and residential lobbies for the multifamily housing above.

Multi-Family Residential: The residential program is split between the two halves of the site created by the size and location of the existing parking garage. This serves to help unity an otherwise bisected development facade and creates two vistas of the waterfront from above. This split also balances the massing so the height of the development is more consistent. Residential floor-to-floor height is between

10’-8” and 12’ but will align with the parking garage levels as much as possible.

Library and Museum: The library and museum were developed as two programs with a shared program of spaces between the two in the initial programming studies for the County. The design keeps this interwoven program intact and maximizes its presence and distinct identity along 3rd Street, including from both corners of Grace and Chestnut Streets. The massing strategy weaves it into the larger block development without being subsumed by the larger residential development.

The library and museum floors are between 20’-0” and 24’-0” with double-height and connecting spaces to accommodate changing museum programs and connections between levels.

FAR Data: The overall FAR of the site is 5.1 which includes the existing parking garage and future office. Without the future office, the FAR is 4.4

• 15,000 GSF retail/restaurant on 1 level• 85,000 GSF office (future) on 8 levels• 82,000 GSF library and museum on 4 levels• 252,000 GSF parking garage on 7 levels

• 234,400 GSF residential on 7 levels• Total: 583,400 GSF• Site: 3.01 acres (131,207 SF)


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1882

The location along North 3rd Street provides prominent visibility to the site and access from multiple directions.


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17/MARKET

3RD

ROADS

RETAILThe site is located along the edge of the main walkable and retail area of downtown. It can be envisioned that this proximity will allow the development to engage more users than it previously had, especially as the downtown community continues to grow.

The location along North 3rd Street provides prominent visibility to the site and access from multiple directions.


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RESIDENTIALThe nearby residential areas will be an anchor user group for the development.

PUBLIC

POST OFFICECITY HALLCOURT HOUSESHERIFF

CITY SERVICESREGISTER OF DEEDS

Several public services are located adjacent or nearby to the block. These services see significant utilization by the general public.


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SCHOOLS

CAPE FEAR COMM COLLEGE

DOUGLASS ACADEMY

COMMUNITIES IN SCHOOLS OF CAPE FEAR

ST. JAMES EPISCOPAL SCHOOL

ST. MARY CATHOLIC SCHOOL

Several schools are located within walking distance of the project site. Academic institutions are core partners and users of the library and museum.

BURGWINS WRIGHT MUSEUMS & GARDENS

BELLAMY MANSION MUSEUM

THALIAN HALL

HISTORIC DOWNTOWN MARKETPLACE

CONVENTION CENTER

BATTLESHIP NC ATTRACTIONSSeveral tourist and visitor destinations currently exist downtown and the addition of the Cape Fear Museum and Library will provide another destination within the downtown area.


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HOTELS

HILTON WILMINGTON RIVERSIDE

BEST WESTERN PLUS COASTLINE INN

EMBASSY SUITES BY HILTON WILMINGTON RIVERFRONT

HAMPTON INN WILMINGTON DOWNTOWN

COURTYARD BY MARRIOTT WILMINGTONDOWNTOWN/HISTORIC DISTRICT

CITY CLUB OF WILMINGTON

As the number of hotels continues to grow, the Project Grace Development will have opportunities to engage new audiences. The previous location of the museum was out of the walkable downtown corridor, and the library as a standalone facility is typically not a high draw destination by itself. The combination of the two facilities along with new residences, offices and retail will strengthen downtown.

PARKING

PARKING GARAGE

PARKING DECK

PARKING GARAGE

PARKING GARAGE

PARKING GARAGE

PARKING LOT

STREET PARKING

PARKING LOT

STREET PARKING

STREET PARKING

STREET PARKING

STREET PARKINGSTREET/PUBLIC PARKING

In any downtown environment, parking is a challenge. The number of downtown parking areas in addition to the current on-site deck and on-street parking should provide adequate space for patrons and residents.


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VIEWS

VIEW OF RIVER FROM STREET

VIEW OF RIVER FROM UPPER FLOORS

While not directly adjacent to the water, there may be potential for glimpses of the river or battleship that could be utilized in the design. This however will require more study and understanding of future development. Views and visibility of the new Project Grace Development will be significant due to its location along a major thoroughfare.


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EXISTINGPARKING 3RD

GRACE

CHESTNUT

2ND

SITE PLAN


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VEHICULAR ACCESS

LIBRARY / MUSEUM

RESIDENTIAL

RESIDENTIAL

OFFICE

SERVICEACCESS

ENTRY

SERVICEACCESS


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GRACE

CHESTNUT

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BUS ACCESS

LIBRARY / MUSEUM

RESIDENTIAL

RESIDENTIAL

OFFICE

BUS DROP-OFFOPTION 1

BUS DROP-OFFOPTION 2

ENTRY


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LEVEL 1 - OFFICE AT STORY PARK


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RETAIL RETAIL

LIBRARY / MUSEUM

LIBRARY / MUSEUM

RESIDENTIALGREENSPACE



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OFFICE



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OFFICE



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STORY PARK



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STORY PARK



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LIBRARY / MUSEUM

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OFFICE

RES. GREENSPACE

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LIBRARY / MUSEUM

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LIBRARY / MUSEUM

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LIBRARY / MUSEUM

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LIBRARY / MUSEUM

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LIBRARY / MUSEUM

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STORY PARK REMAINS

EXISTINGPARKING

LIBRARY / MUSEUM

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EAST ELEVATION

NORTH ELEVATION


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WEST ELEVATION

SOUTH ELEVATION

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EXHIBIT DESIGN

61PROJECT GRACE | Eisterhold Associates, Inc. Credentials for Downtown Wilmington, NC, Mixed Use Development Opportunity

EISTERHOLD ASSOCIATES, INC. FIRM PROFILE Eisterhold Associates, Inc. (EAI) is an established, exhibit design firm that prides itself on delivering not just an exceptional exhibit, but also an exceptional experience. EAI specializes in creating successful immersive visitor experiences for museums and cultural institutions, with a particular focus on interpretation. We are adept at conveying increasingly complex ideas and connecting with multicultural audiences.

In 1979, Gerard Eisterhold set out to create an organization that could provide the most effective, direct, and meaningful response to the needs of cultural organizations. For nearly forty years, our seasoned team of associates has been committed to the possibilities of interpretive exhibits that expand boundaries and reveal opportunities. Our working relationships allow us to comfortably challenge ourselves to make each project the best. Our core team is based in Kansas City, and our associates are located from coast to coast. Together, we create a work force of highly experienced, dedicated, and talented professionals.

The collective experience of the team at EAI offers advantages to each client— we know the profession. The same people who develop our concepts also carry out implementation. We have been fortunate to work on some of the country’s most popular institutions, including the National Civil Rights Museum, the Rosa Parks Museum, African American Museum in Philadelphia, the National Museum of the US Army, and the Harry Truman Presidential Library and Museum—as well as theme parks such as Jurassic Park and EPCOT Innoventions. The former gives us experience in articulating culture and connecting with disparate audiences. The latter gives us a solid understanding of the “business” side of Experience Planning.

Our end-goal is to create vehicles for cultural definition and discourse made of objects, space, images, media, and technology. Museums are our collective tools for remembering, for thinking about ourselves, and for defining who we are. Eisterhold Associates (EAI) creates places where people can learn about themselves and learn to make informed choices about their lives.

Why We Do It Our creative mission:

» To design exhibits that make a difference;

» To dedicate our efforts to creating memorable experiences for visitors and audiences;

» To create truly interdisciplinary exhibits that employ a variety of media and interpretive frameworks to produce a rich, textured outcome for all kinds of visitors and learning styles;

» To trust the correct solution to evolve out of the exploration of the design process and not exist in a predetermined vocabulary and style;

» To find clients and projects that will support a fundamental, fresh examination of their design challenge, allowing exploration and realization of solutions that go beyond founding notions;

» To design without dependence on trends, while constantly expanding our palette and knowledge of techniques and technologies;

International Civl Rights Center and Museum


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A3

» To explore, play, and be excited (translating to equally excited visitors);

» To use information and data in such a way that allows visitors to synthesize wisdom;

» To leaven the oft-times earnest tone of museum exhibitions, to understand content and its context thoroughly, and to employ warmth and humanity.

How We Do It To do our work, we meet, research, sketch, model, prototype, digitize, write, ruminate, oversee fabrication, and stay involved. Through all of this, we challenge ourselves and our client partners to make each project the best it can be.

Because we understand that a successful exhibition can only be created when there is true collaboration between designer and client, we have specifically built an organization that can devote its full attention of senior staff to each exhibit project we take on. It is the quality of the firm and the collaborations we engender that make the difference to the final product. Within this organizational approach, we can assure every client that they will have first-hand access to the key principals in the creative and implementation phases of the project.

Our experience and flexibility allow us to successfully carry out large projects that are responsive to client and project needs. We question the notion that there is a typical process or methodology of exhibit development. Since the process yields the result, we have found that each project requires a particular response if it is to meet our goal of creating solutions specific to its brief that are meaningful, memorable, and arise out of its unique conditions. Some of our projects are driven by a synthesis of data, some by a single over-arching vision. Some clients know exactly what they want and are looking for design implementation. Other clients have a general notion of what they are after and need help bringing their ideas into focus. Still other projects require a rationalization of their role in the community. The process is specific to each project, within the generally accepted framework of project phasing, from planning and programming to schematic design, design development, construction documents, and implementation.

We believe that there are no irrelevant details in an exhibition. We create truly interdisciplinary exhibits, with layers and nuance that employ a variety of media and interpretive frameworks, to produce a rich, textured outcome for all kinds of visitors. Because exhibits attract visitors of different learning styles, cultural backgrounds, ages, time availability, and visiting groups (individual, school, with friends, others), we stand a better chance of creating a meaningful experience for the visitor when the exhibition is unified on all levels: theme(s), tone, space, form, materials, lighting, use of audio-visuals, sound text, graphic style, operating requirements, and maintainability. We spend as much time on the overall look and feel of the exhibition as we do on the details of mounting a specific artifact or providing access to re-lamp a projector. We pride ourselves on solving potential conflicts during the design phase, and we believe that our attention to concept, design, and execution is cost-effective for the client, and serves to deliver messages effectively.


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Eisterhold Associates, Inc. Credentials for Downtown Wilmington, NC, Mixed Use Development Opportunity

EISTERHOLD ASSOCIATES, INC. FIRM EXPERIENCE

Although a project’s scope of work may vary, EAI’s experience with significant museum projects extends beyond the blue-sky phase, guiding each project through to a successful opening day. World-class cultural and educational institutions have returned to us over and over, because they value our collaborative, hands-on approach to working with clients.

We also work to make sure that the great ideas make it to the floor and that those ideas aren’t diluted along the way. We consider ourselves partners in realizing your vision—your key messages and goals will inform each selection of installation or artifact or image or story. We excel in helping our clients sort through massive resource stores, or working with them to build their collections and fill in gaps. Our efforts will ensure that your resources—human, financial, or otherwise—are devoted to the final realization of what makes your story unique and special.

It is also important to identify the intellectual and emotional takeaways, and build an experience that is transformative, i.e., one that takes visitors through a visual, audial, and kinesthetic experience that moves them from a state of not-knowing to immersion, engagement, and understanding. This requires that we develop a well-orchestrated experience from beginning to end, with accelerandos, crescendos, and denouements, much like a play or a musical score is structured.

For nearly four decades, EAI has created exhibits of various sizes that inform, enlighten, engage, inspire, and entertain diverse audiences of varying interests:

Experience with Large Exhibits and Attractions Separately and collectively, Eisterhold Associates have a long and proven track record of working on sizable projects in regards to both square footage and cost. We have carefully designed our company structure to take on a limited number of large projects at one time, allowing for full access to senior-level talent to the client, and dedicated staff resources as the project requires. Our project management disciplines allow us to closely manage all aspects of a project while maintaining flexibility to change along with the design process and keep constant open lines of communication.

Exhibition and Themed Entertainment Experience We have been working on significant exhibition and entertainment projects for nearly 40 years, building on our experience and expanding interests with every piece of knowledge we accumulate. We have progressed from filmmaking/media, to design/build projects, to museum and entertainment venue design/planning in which we integrate media into site-specific interpretive experiences, and intend to grow in capability and effectiveness as we embrace large topics that transcend particular installations. Coming from a filmmaking/media background, we create most of our AV experiences in-house, allowing for seamless integration within the exhibits.

Experience with Integrated Multimedia While “multimedia” is an overused word, we feel that true multiple-media presentations were pioneered in museums, and that is where cutting-edge, multisensory, interpretive experiences can best happen. Eisterhold Associates’

Jurassic Park Discovery Center

Auburn University Jonathan Lovelace Hall of Honor


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projects typically involve significant audio-visual and interactive experiences, which are carefully designed to complement, rather than overwhelm, the exhibit. We are adept at combining these technologies to create visitor experiences that are effectively layered and multifaceted.

Military Exhibit Experience The associates at Eisterhold are no strangers to military museums and exhibits. We completed design for the National Museum of the Marine Corps, and the Children’s Gallery officially opened to the public on Nov. 18, 2017. The majority of the National Museum of the United States Army project at Fort Belvoir has commenced fabrication, and is scheduled to open to the public in 2019. In 2016 we were selected from a field of 87 design firms to design the Story Telling and Immersive Visitors Experience at the Apollo Mission Operations Control Room at NASA’s Johnson Space Center. EAI has also completed a schematic design and prototype installation for the Living Tributes to America’s Warriors project, a holistic healing interpretive system and tribute to America’s Wounded Warriors at Walter Reed National Military Medical Center in Bethesda, MD. We are well-versed in task-order-based project management, and have spent many years interpreting United States military culture.

Exhibits that Last Eisterhold Associates has created groundbreaking exhibits such as a first-of-its-kind, the original exhibit for the National Civil Rights Museum (NCRM). Opening in 1992 at the historic Lorraine Motel site, the site of the 1968 assassination of Dr. Martin Luther King, the museum went on to become an international pilgrimage site for students, religious groups, and activists around the globe. At the time, Coretta King wrote, “I must confess that when I first heard of plans to create this memorial, I was skeptical. The Lorraine Motel, after all, represented a personal tragedy for my family and me, as well as the nation. But I’d like to commend you who have transformed the Lorraine Motel into something very, very positive.” In 2005 the NCRM was selected to be featured on a U.S. commemorative postage stamp. In March, 2016, The Huffington Post published an article, “Six Civil Rights Museums Your Kids Will Never Forget.” Four of the six museums feature exhibits designed by EAI, including the NCRM. Our work is timeless and enduring.

National Museum of the Marine Corps

National Civil Rights Museum


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EISTERHOLD ASSOCIATES, INC. DISTINCTIVE QUALITIES

All firms, in presenting their differentials, profess to be different, creative, collaborative, and responsive to the specific needs of a project. We, too, consider these to be necessary qualities and, in addition, offer the following distinctive qualities, all of which inform and underlie our exhibit design philosophy.

» Nearly 40 Years Interpretive Exhibit Experience: EAI has created successful exhibit experiences for museums and civic institutions for over three decades. Informal public education in the form of experiential storytelling is our business—and we know the business. And, we know when an idea is a new one – or only appears to be. Additionally, we have a solid understanding of the distinct functions of themed entertainment venues and the attractions they promote.

» Principal Involvement Start to Finish: We understand that a successful exhibition can only be created with true and consistent collaboration between designer and client. Rather than building up a superstructure of project managers and junior graphic designers, we have a flexible company structure that allows for principal-level involvement on every project. With this approach, we can assure every client that it will have first-hand access to Gerard Eisterhold as the Creative Director, and seasoned, senior-level key principals in both the creative and implementation phases of the project. The people you will see at the beginning of the project are the people you will see at the end.

» Long-Standing Teamwork: Our personnel offer several decades of experience and teamwork in projects of the first rank around the country. Gerard Eisterhold began his exhibition design career as a staff designer at the Kansas City Museum of History and Science in 1976, and has devoted his entire career to interpretive planning and design. Senior Exhibit Designer Bill Ruggieri’s entire career has also been devoted to planning and design, and Museum Planner Howard Litwak developed his first exhibit (about the musical heritage of Kansas City and the Southwest) with Eisterhold in 1979, and functions as Owner’s Representative for several Annenburg Foundation projects in Los Angeles, Palm Springs, and Seattle. Together this senior team of designers has created some of the country’s most successful exhibits, such as the National Civil Rights Museum in Memphis, TN and the President’s House in Philadelphia, PA.

» Organically Grown Exhibits: We tailor our design process for each project to each project. We do not design with preconceived notions or cookie-cutter solutions. The initial concept phase includes a thorough immersion into your assets, ideas, vision, stories, and culture. We assess the project needs based on your unique attributes. Every space has its particular challenges and opportunities, and every story has myriad perspectives—with the most intriguing often being the least obvious—and various ways of telling it. Our job is to truly get to know you to find the best combination of these options to build the most authentic exhibit possible. If we have done our job, the finished product should emerge with your essence through and through, rather than ours.

Boys Town Hall of History

President’s House


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» Holistic Designs and Visitor Experiences: Eisterhold projects are holistic—we believe that there are no irrelevant details in an interpretive experience. Based on our study of visitor behavior over the years, a meaningful experience happens when the exhibition is unified on all levels: theme(s), tone, forms, materials, lighting, audio-visuals, electronics, text, graphic style, and space. Each element of the design adds to a whole that is greater than the sum of its parts, working interdependently to create a seamless, flowing visitor experience to delight and enlighten the visitor in the most cost-efficient and optimal way possible for you.

» Storytelling Par Excellence: We are born storytellers, and we go the extra mile to draw out the deeper meanings. We put the heart into our stories, ensuring a meaningful experience with emotional impact that are the hallmarks of timeless exhibits, which keep visitors returning long after the initial post-opening novelty wears off.

» Multiple-Audience Orientation: Exhibit environments draw visitors of different learning styles, cultural backgrounds, ages, time availability, and group size (individual, family, school group, etc.). Our exhibits are designed and layered to engage every type of visitor with different activities, levels of information and messaging, learning modalities, and experiences that are blended into a seamless whole, creating many exhibit experiences in one. The result is an interdisciplinary experience that has something for everyone.

» Leadership in Emerging Technologies: Most of our exhibits contain a significant amount of interactives and media that are tightly integrated into the overall storytelling. To accomplish this, we involve technical expertise at the very outset, to ensure that content and execution are developed synchronously, and not force-fit at a later date. We are very familiar with technology and its creative opportunities, as well as its constraints and maintenance implications. We have utilized off-the-shelf (inexpensive and maintainable) components in non-standard ways, and develop custom components when necessary; often incorporating control and presentation programs written from the ground up.

» Technology in Service of the Story: We firmly believe that technology should be in the service of interpretation, rather than for its own sake. At the same time, we embrace the possibilities that technology brings to each experience, and use every type of technology available in our exhibits. We have found a way to work with the constantly changing technological world by creating customized technological solutions for each exhibit, and/or customizing out-of-the-box technologies in new and different ways. Since the result is a piece that is designed specifically for the space, story, and operating budget of the client, our products tend to remain relevant and timeless for the realistic life span of the exhibit.

National Musuem of the U.S. Army

Rosa Parks Museum and Library and Children’s Annex


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EISTERHOLD ASSOCIATES, INC. APPROACH

PROCESS

Typically, a Master Plan for a Museum is done under contract, with mutual commitment and confidentiality, so that the plan that emerges is congruent with your mission and vision. In that way, the implementation of the Master Plan is aligned with the Museum’s goals and priorities in terms of teaching methodology, technology strategies, and integrating difficult or complex subject matter.

This proposed plan necessarily rests on some unilateral assumptions which, if selected, we would want to review carefully with you. These assumptions are based on our history, our project experience, and our own expertise of determining what content and experiences will make history and science museums engaging and relevant to new audiences and coming generations.

One assumption is that the new location, more accessible to Wilmington visitors and tourists, will function in more of a “front-door” fashion for Wilmington. It will introduce Wilmington culture to visitors and newcomers, and illuminate points of Wilmington culture and character around the city and region. The following points are particularly important to consider in the Master Planning of the proposed Cape Fear Museum:

Stakeholder Input Working with a wide range of stakeholders and community members can be both a rewarding and challenging experience. Opinions and motives differ, and the exhibit design process is often an educational experience for most participants. We depend on each participant to bring their knowledge and expertise to the table, while we provide experienced, inclusive leadership of the design and development process.

Working with the Harry S. Truman Presidential Library and Museum, we spent long hours with Library curators and staff choosing the best and most telling artifacts for the Life and Times exhibit. Because we were so familiar with Truman from our previous work, we approached this exhibit a little differently. We then asked the Library curators and staff to tell us all about their favorite artifacts, knowing there were certain topics we wanted these artifacts to point to. These made for the most compelling stories and provided the most interesting and otherwise unknown insights into the personality of Harry Truman.

The President’s House in Philadelphia, Pennsylvania, represents one example of successful community involvement and collaboration. The original intent of the project’s story changed when slave quarters were unearthed during site excavation, spurring strong community debate. EAI was brought in to address the issue of constructing two different narratives: one about freedom of our newly independent country, and the other about slavery of the same country’s disfranchised people. The fact of discovery, and the uses of history to create a cultural narrative, were themselves part of the interpretation of this site.

Harry S. Truman Presidential Library and Museum

President’s House

Community Input


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Synergies of History, Science, and the Library We would want to look for opportunities of synergy between exhibit programming in the History and Science realm, and within the Library and its local History collection. There are multitudes of stories to be told that weave together the influence of history and science, each upon the other, in a holistic way. Furthermore, incorporating the specific local history from your region creates an added element of authenticity and individuality to the visitor’s experience.

A good example of this approach can be seen in the Sloan-Longway Museum and Planetarium in Flint, Michigan, which combines their three facilities (history museum, planetarium/science center, and Buick gallery) into one physical facility. Along with physical integration, they are also interweaving their programming to take advantage of the rich local history and extensive car collection to tell local and larger national and world stories, while simultaneously exploring the worlds of mechanization, innovation, and scientific principles.

Data Literacy There may be an opportunity to incorporate a “data-literacy” component in the exhibit programming to put local, personal stories into a larger context. We can offer audience engagement strategies to help visitors develop the information-literacy skills and essential knowledge necessary to recognize and comprehend how narratives, information, and data influence our lives.

Data Literacy

Sloan-Longway Museum and Planetarium


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AUDIENCE ENGAGEMENT

Eisterhold Associates sees exhibits as having multiple interpretive dynamics coexisting in the same physical space, and would approach the Cape Fear Museum with this in mind. There are always several different audience types to address within a single exhibition experience. In addition, there are several “ecologies” of visitor dynamics to consider when creating effective audience engagements.

Embracing the Visitor All aspects of the exhibit—from the spaces and content, to the thematic setting, to the manner and style in which content is conveyed—should be integrated into a world that creates comfort through familiar cues while declaring, “this is an intriguing , unfamiliar history that you are invited to explore.”

To this end, the exhibit should provide a singular experience for one-time visitors, while offering enough depth to warrant repeat visits for others. It must also provide multiple points-of-access to the story and messages, starting with contemporary references, to establish a sense of personal connection and relevance.

Connecting to Each New Generation The exhibit must speak with veracity to the Wilmington veterans who have lived this history. For these people, who come with “part of the museum inside their head,” the exhibit needs to accurately and respectfully greet and meet them where they are. It must also entice and educate new, younger (and older) audiences. For these visitors, the exhibit needs to draw them in and guide them through an expedition to new arenas of understanding.

Every generation constructs history anew, with limited attention to those things not important to their daily lives. Museums enjoy a singular privilege and ability to frame history in different, engaging ways that classrooms do not, by contextualizing the past for today’s audiences. By introducing relevant topics and questions, historic events can become more than “things that happened a long time ago.” To influence the next generation’s construction of the Cape Fear Museum history, your experience must:

» Get visitors’ undivided attention and entice them to participate

» Allow them to learn lessons that matter to their lives

» Respect that they will reconstruct a history from their own perspective

To engage audiences in a complex and “old” history subject, such as the country’s first 100 years, the main exhibits at the African American Museum in Philadelphia use characterization and storytelling to bring dozens of Philadelphians to life. Behind the main gallery, a floor-to-ceiling “children’s wall” uses old-time cartoon figures and hands-on interactives to entice kids to follow a day in the life of children from 1700s Philadelphia.

African American Museum in Philadelphia

African American Museum in Philadelphia

Suffolk Phoenix Bank African American Museum


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Rosa Parks Library and Museum

Streakers, Strollers, and Studiers The exhibit must simultaneously address these three typical visitor behavior patterns: 1) the Streakers—those who breeze through, catching mostly the major ideas and messages; 2) the Strollers—those who spend more time reading, experiencing, and exploring based on personal interest; and 3) the Studiers—those who will explore and experience most or all of the exhibit offerings in detail.

Different Learning Styles and Experiences Exhibit environments draw visitors of different learning styles, cultural backgrounds, ages, time availability, and group size (individual, family, school group, etc.). EAI layers our interpretive experiences to engage every type of visitor with different activities, levels of information and messaging, learning styles, and experiences that are blended into a seamless whole, merging many exhibit experiences into one. The result is an interdisciplinary experience that offers something for everyone.

When the Rosa Parks Library and Museum asked us to work on an addition to the original exhibit, we shared our preliminary plan with the community, especially some of the original boycott participants. Based on this input and considerable new information gathered since the museum opened, we developed a dedicated library archives exhibit with three separate environmental graphic timelines to illuminate the complex threads underlying the boycott. To give visitors a chance to dig even deeper, we installed computer stations that allow visitors to access further information from the timelines, or to view thousands of gathered documents such as Mrs. Park’s or Dr. King’s arrest records.

Federal Reserve Bank, Kansas City Different Learning Styles


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TRENDS IN MUSEOLOGY

In developing the proposed plan, we leverage our experience of utilizing foundational interpretive exhibit design principles with a thorough examination of emerging industry trends. This approach leads us to the following conceptual considerations that we desire to explore with you:

1. In the post-STEM educational environment, cross-disciplinary learning has become increasingly important.

2. As witnessed at museum strategy-planning conferences in the last few years, museums in general are feeling a need to demonstrate relevance and currency in the material they present.

3. Just as history museums are questing for relevance, we think that science and technology museums can aspire to be transformative as well, bringing visitors from a state of curiosity to full-engagement through innovation.

4. In our work with the Center for Technology and Innovation and others, we learned that innovation is something that happens at the intersection of science, culture, economics, and politics. Thus, an interdisciplinary approach, supported by an overall interpretive organization that highlights these arcs, would be in order.

5. While current and future generations will become more immersed in technology, and expect certain technology and media experiences that command their attention, these are a necessary, but not sufficient, mechanism for audience engagement. A site-specific museum experience certainly needs to include interactive technologies, but should reach to provide a transformative, memorable visitor experience through relevant and engaging content.

6. Recognizing diverse audiences and learning styles, Museums need to layer in, via technology and programs, multiple approaches for connecting to these diverse audiences and interests.

Center for Technology and Innovation




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Technology Master Plan - Component

INTERDISCIPLINARY APPROACH

Our response to this outlined consideration includes:

» Referencing STEM connections in the history exhibits and the humanities in the science exhibits. We have also slightly adjusted the adjacencies of some of the topics that are presented in the existing museum (which we assume you would want to keep in the new installation), to underscore historic through-lines to the Wilmington of today. We could explore the degree of integration of these disciplines, should we be selected and fully engaged with the project.

» Defining learning objectives tied to issues of current debate and interest.

» Incorporating personal narratives that will connect with young audiences, while giving context to historic, economic, and cultural trends that set the stage for individual actions.

» Conversely, showing how individual actions and ideas have changed the history of the region.

» Integrating a “Technology Master Plan” that considers the arc of technologies that will be available and maintainable in a 5-year look-ahead. This Plan will be integrated with the likely technologies that visitors will bring to the museum experience.

» Considering the ecology of interpretations, and how they might be accessed by visitors of different cultural backgrounds, education levels, languages, and learning styles. This would entail an investment in technology. We suggest a separate, alternate line item for this so that project costs can be evaluated on an apples-to-apples basis, with this latter capability incorporated if desirable.

Rosa Parks Museum Developing Personal Narratives

GE Hitachi Nuclear Energy


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MUSEUM CONTENT

Some reference information, vis-à-vis connecting museum visitors to the world they see around them is listed below:

STEM topics that relate to New Hanover County potential careers

» Chemical Manufacturing 34.6%

» Machinery Manufacturing 9.9%

» Proprietor Employment – a measure of entrepreneurial activity, risk-taking and dynamism: 13.9%, well above the national average

» Retail Trades

» Professional andTechnical Services

» Information

» Real Estate and Rental Leasing

» Arts, Entertainment, and Recreation

» Accommodations and Food Services

» State and Local Government

Industries sorted by employment (largest employers):

» Education & Health Services

» Financial Activities

» Information

» Leisure & Hospitality

» Manufacturing

» Professional & Business Services

» Public Administration

» Trade, Transportation, & Utilities

EDUCATIONAL OUTCOMES

Our experience in creating contemporary educational exhibits informs that a desirable, feasible education goal would embed fundamental, forward-looking messages into both the history and the science exhibits. The history components give particulars of time and place, while the science components explore underlying universal principals, such as:

» Individuals and ideas make a difference.

» History, and science, are contingent.

» Innovations lie at the intersection of technology, economics, culture, politics, and geography.

» There is a broad arc of our (human) engagement with natural resources, from acquisition to extraction to husbandry to stewardship.

» There is a broad arc of civil engagement that gives agency to an increasingly inclusive definition of citizenship.

Educational Programming

Corning, Inc.


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A15

UP

6373.78 SF

HISTORY EXHIBITS

LOBBY BELOW

CHILDREN'S BELOW

111.77 SF

Room

103.64 SF

Room 379.56 SF

Room

368.45 SF

Room

125.38 SF

Room 268.23 SF

Room

79.82 SF

Room

6096.24 SF

SCIENCE EXHIBITS

873.54 SF

MECHANICAL

368.45 SF

CORE

5288.25 SF

COVERED TERRACE

1753.99 SF

MULTI-PURPOSE ROOM

46' - 8 175/256"

204.89 SF

RES STAIR

231.00 SF

RES STAIR

PROJECT GRACE LEVEL 02+03

05/22/17

1/32" = 1'-0"LEVEL02+03

1 03 - MUSEUM LIBRARY LEVEL 31/32" = 1'-0"LEVEL

02+03

2 02 - MUSEUM LIBRARY LEVEL 2

UP

6373.78 SF

HISTORY EXHIBITS

LOBBY BELOW

CHILDREN'S BELOW

111.77 SF

Room

103.64 SF

Room 379.56 SF

Room

368.45 SF

Room

125.38 SF

Room 268.23 SF

Room

79.82 SF

Room

6096.24 SF

SCIENCE EXHIBITS

873.54 SF

MECHANICAL

368.45 SF

CORE

5288.25 SF

COVERED TERRACE

1753.99 SF

MULTI-PURPOSE ROOM

46' - 8 175/256"

204.89 SF

RES STAIR

231.00 SF

RES STAIR

PROJECT GRACE LEVEL 02+03

05/22/17

1/32" = 1'-0"LEVEL02+03

1 03 - MUSEUM LIBRARY LEVEL 31/32" = 1'-0"LEVEL

02+03

2 02 - MUSEUM LIBRARY LEVEL 2

Science Exhibit

History Exhibit

Storytelling

Story Narrative

Culture

Trade

Extraction IndustriesNatural Resources

Finance

Economy

Chemical

Civil/Admin

Manufacturing

Transportation

Liesure

Industry

Transport

Medicine

Indust r ia l Revolut ion

Civ i l War

Dig i t a l Age

Indust r ia l Revolut ion

Civ i l War

Seeing

Communication

Food

Dig i t a l Age

Processing

InnovationInvention

Movie Industry

Public Education


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f. Public Communication StrategyApproach to Public Relations, Marketing and OutreachZDC has been involved in a multitude of land use developments over the past twenty years. Whether it involved a project as large as Mayfair or one as small as a corner drug store, its approach has remained the same: Meet with the stakeholders, Offer transparency and Keep Communication Open. Many times the thought of change is compounded with change. Those factors often lead to speculation that can be mitigated with proper information sessions filled with data and professional consultants who can share real world experiences and outcomes of similar projects.

ZDC will set meetings with different stakeholder groups in addition to having general meetings with the public at large. This project will help redefine downtown and we will listen to input from everyone and incorporate ideas when they make sense and are feasible. Social media, email lists and websites also can be utilized to share updates on a more frequent, informal basis.

In addition to working in partnership with the community, ZDC will also use its resources to secure retail tenants and a hotel to the project. Our vast network of brokers and real estate representatives will be updated periodically on our progress until a final program is determined. At that time we will request Letter from Intent from all interested parties and work with the ones that are the best fit for the project. Due to the development timeline, it is impossible at this juncture to anticipate the level of interest from a particular tenant.

Mitigating Impacts to Neighboring PropertiesImpacts are limited through communication and proper planning. Given the limited availability of lay down and storage on this site construction sequencing will be at a premium. The addition of the location of the existing residential to the West of the site will place further demands on timing. All efforts will be made to keep construction hours limited to reasonable times of the day and schedule deliveries at off peak times to minimize traffic congestion.

In addition to paying proper attention to daily impacts it will be equally important not to impede scheduled events such as Azalea Festival and other downtown activities that businesses rely on during the year.

ZDC has developed major projects on university campuses and has tasked its contractors with ensuring that student functions are not impacted. In addition, Montieth Construction has renovated two buildings (one on Front Street and one on Princess Street) in the heart of downtown Wilmington in recent years. They will direct all actions and lessen impacts whenever possible. Once the final program is determined the best means and methods of construction practices will be implemented.


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g. County Facilities Coordination StrategyUnderstanding Public Library and Museum Services and WorkflowVines Architecture has significant experience with the design of public libraries and museums and has worked closely with library and museum leaderships on many of our projects. We bring a strong understanding of both services, critical adjacencies, and operational considerations, but also understand that every system has unique aspects that need to be integrated and understood. Vines Architecture utilizes an intensive approach which focuses on big picture ideas as well as operational details to ensure that all aspects of the project are studied. We have actively engaged library and museum leaderships and their staff on all projects to ensure that we understand all aspects of the project needs and goals.

Coordination StrategiesLibraries and Museums are a vital and integral part of the community and as such, public engagement and participation in the process is critical to their success. We are a design driven practice with a very inclusive process. Our demonstrated strength is in the interpretation and translation of collectively defined ideas. We enjoy working closely with our clients and users, the community and our consultants to create a vision unique to each project. We have extensive experience in facilitating user, community and stakeholder meetings to gather input and galvanize support for the project. We are familiar with the library community having worked with Harry Tuchmayer and his staff and the New Hanover library community and users on the Pine Valley Branch Library and Main Library R.O.M. Space Needs Assessment Study. We also have experiences working with Sheryl Mays, Museum Director and her staff when completing the Cape Fear Museum Programming Study and the Cape Fear Museum R.O.M. Space Needs Assessment Study.

We have learned over many years of reaching out to communities that the old, passive model of announcing a public meeting and asking interested citizens to make time after a busy day to come to a meeting is not always an effective way to communicate about a project. They are still beneficial and necessary, however, this passive type of outreach consistently produces low participation and reaches only those who self-select as interested in the project. In addition, we also look for opportunities to go into the community to inform about a project, solicit input, advertise formal meetings, deploy surveys, conduct informal ‘intercept interviews’, fully engage social media to solicit feedback and provide updates. This active model of community involvement reaches more citizens, and more importantly, it reaches members of the community who may not otherwise know about the project. There is potential to conduct outreach events at the existing library and museum as well as adjacent community “nodes” that may coordinate well with public outreach efforts.

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DEVELOPMENT PHASING & SCHEDULING

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2.2 | DEVELOPMENT PHASING & SCHEDULING

Phasing & Scheduling Project Phasing and TimelineIt is our intention to build the project in one phase; however depending on the final, agreed upon program that may change.

If the library remains in the same location it will be temporarily relocated while the old building is demolished and rebuilt. This plan, while possibly more desirable for the library, will come at a higher cost to move the books and furniture twice, once to the temporary space and then back to the new library. Additionally, patrons will have to seek out the new temporary space. If the library is relocated to the Grace Street side of the site, a phasing plan may be implemented whereby the library remains open until the new one is finished and simply moves once. This is assuming there are no constructability/safety issues.

Project DesignThe design of our built environment is most often a subjective process. End results are open to debate and personal interpretation as to what makes a design successful. Frequently, this is attributed to one’s personal taste or perception of aesthetics; however, there are aspects of design that are timeless and universal, and which act as a guide to creating harmonious design. Understanding this involves many steps in the design process, but the following are a few that quickly address the question.

Step One – Understanding the SiteThe Design Team will analyze the site first hand. This will help us better understand the physical experience, conditions and historical setting of the city block, and how these factors could influence the design.• Automobile and pedestrian traffic patterns• Solar exposure• Annual and seasonal weather conditions and

patterns• Urban connections and patterns• How to best maximize existing topography• Visual connections and references• Buildings of contextual importance• Architectural vocabulary of the surrounding

area

NORTH ELEVATION

OFFICE AT STORY PARK BEYOND

2ND LEVEL OF MUSEUM ACCESSING ELEVATED

GREENSPACE

RAISED RESIDENTIAL

EAST ELEVATION

OFFICE AT STORY PARK SCREEN / SIGNAGE

LIBRARY FACING 3RD

SOUTH ELEVATION

OFFICE AT STORY PARKRESIDENTIAL

WEST ELEVATION

RESIDENTIALRESIDENTIAL

RETAILMUSEUM

ELEVATED GREENSPACE

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Step Two – Connecting with the CommunityOur design team will meet with the community very early in the design process to distinguish which characteristics best define the personality, ambitions, and aspirations of Wilmington. Early engagement of the residents creates a team process and sense of ownership among all members. Takeaways will include tangible and intangible influences.

Step Three – Being a Good Design Neighbor• Open-mindedness: Recognize the unique nature of the users, the site, the context and avoid

preconceptions. Listen to the community, the on-site users, and be proactive!

• Spirit: Architecture should reflect its time and place, and not be a replication of a previous era or an expression taken from a different geography or culture. There are aspects of this particular site, namely, the Coastal Carolina region, and Wilmington’s urban history, that are unique and should directly influence the design.

• Honesty: Approach the design in a direct manner and to not search for devious solutions.

• Scale and Proportion: Understand architectural, contextual, and human scale relationships. Ensure design facades and details in harmony with one another and adjacent structures.

• Massing: Be an inspiring influence, not a monument. Provide three-dimensional façade and roofline variety and undulation to enhance the visual experience and contextual juxtaposition.

• The eye-level experience: Provide a delightful, imaginative and inspirational street-level experience. Seek relevant retail tenants that engage the shopper. Landscape, hardscape, signage and lighting should complement the architecture.

• Articulation: Employ a variety of textures, materials, and colors that create diversity.

• Engagement: Encourage opportunities to physically touch the building at street-level.

• Function: Well-conceived on-site solutions typically extend to adjacent properties. Optimizing on-site entry/exit points, service and operations, and street-facing uses to be in harmony with the context.

We are of the collective opinion that creating a compatible relationship between this project site and the downtown Wilmington area is not indicative of creating an architectural replica of the surrounding neighborhood’s context. Rather, it should pay respect to the things which matter the most: scale and proportional compatibility, creating a more harmonious experience that reflects the function and purpose of the on-site users, and designing a building that inspires both this ideation and future generations. Doing so will not only reflect the context in a more authentic way, it will also honor the spirit of a strong-willed seaport community.

Phasing PlanThis project will consist of a 3-Phased mixed-use redevelopment in downtown Wilmington, NC. At the intersection of 3rd and Chestnut street, currently sits the New Hanover County Public Library, as well as a multi-story parking garage and a 911 Emergency Call Center. The parking garage will remain operational throughout the duration of construction. The following detailed phases of construction will layout several scopes of work, from existing building demolition to structure erection & interior/exterior finishes. The aforementioned project phases are as follows:

Design & PermittingMilestones Target Finish DatePhase 1 – Construction Documents December 2019Phase 1 – Building Permit June 2020Phase 2 – Construction Documents December 2020

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Phase 2 – Building Permit June 2021Phase 3 – Construction Documents December 2021Phase 3 – Building Permit June 2022

Phase 1 – Development of a Multi-Story Residential Structure & Museum/Library, including the following key project milestones:Milestones Target Start DateDemo of Existing 911 Emergency Call Center July 2020Sitework August 2020Foundations December 2020Structure April 2021Shell Exterior July 2021Interiors October 2021Closeout/Owner Move-In April 2021

Phase 2 – Development of a Multi-Story Residential Structure with Ground Floor Retail, including the following key project milestones:Milestones Target Start DateDemo of Existing NHC Public Library June 2021Sitework July 2021Foundations August 2021Structure November 2021Shell Exterior January 2022Interiors April 2022Closeout September 2022

Phase 3 – Development of a Multi-Story Office Building with Ground Floor Retail, including the following key project milestones: PLEASE NOTE: These milestones reflect an early start of Phase 3. Actual start to be determined & finalized as the current market allows.Milestones Target Start Date (Early Start)Sitework March 2022Foundations April 2022Structure August 2022Shell Exterior October 2022Interiors December 2022Closeout April 2023

All of us here at Monteith truly value & welcome the opportunity to work on this landmark project, and we are looking forward to what is to come. Should there be any questions and/or concerns regarding this project narrative please let us know.

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a. Vision Statement · a. Vision Statement Illustrate aspiration of proposed development and...

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Transcript of a. Vision Statement · a. Vision Statement Illustrate aspiration of proposed development and...