THE VISION BEHIND THE WOODLOCH RESORT AND SPA

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A C O O P E R C A R R Y M A G A Z I N E

Envisioned to establish an interconnected transit hub for downtown Atlanta and to reconnect several Atlanta neighborhoods that have historically been divided by below street-level railyards, the MultiModal Passenger Terminal (MMPT) is expected to be a transformative project for the City of Atlanta and the Region.

The Master Developer Team is being led by the team of Forest City Enterprises, Inc., The Integral Group, LLC and Cousins Properties, Inc. (FIC) in a Public-Private Partnership with the Georgia Department of Transportation (GDOT). While GDOT is the lead public agency presently, GDOT’s other partners on the public side include Georgia Regional Transportation Authority (GRTA), Metropolitan Atlanta Rapid Transit Authority (MARTA), Atlanta Regional Commission (ARC), City of Atlanta, and Central Atlanta Progress (CAP).

The first phase of developing the 119-acre site is to build the MMPT that will encompass a +/-12-acre site and integrate both existing and proposed modes of transportation, including light and heavy rail (MARTA), inter-city rail (Amtrak), freight rail (CSX & Norfolk Southern), high-speed rail, streetcar, and local, commuter and inter-city bus lines. The initial passenger trains will run on existing freight rails that crisscross the site, and will eventually extend

to regional destinations in Georgia and beyond, with a goal of increasing interstate commerce.

The project is also expected to spur economic activity locally through the introduction of mixed-use development. Initial thoughts for uses include student housing, hotels, office buildings, retail and residential as compatible neighbors for the existing sporting venues. Higher education facilities and office buildings are being considered for the area directly surrounding the MMPT.

The team is currently focused on designing the master plan and evaluating possible locations and connectivity options for the station. Three options are being developed for public presentation where local neighborhood residents and stakeholders will be invited to review the design concepts and offer comment. The development process is scheduled to run concurrently with the EPA’s National Environmental Policy Act (NEPA) review, which will assess the project’s environmental impact. The development implementation plan completion and NEPA approval are scheduled for Winter 2013/2014. Ultimately, the

MMPT will help to reshape downtown Atlanta by transforming a blighted, underutilized site into a vibrant mixed-use transit nexus.

aspireV O L U M E O N E

A C O O P E R C A R R Y M A G A Z I N E

The vision behind The Woodloch Resort and Spa

Aspire is a quarterly publication of Cooper Carry. Its intent is to celebrate the projects and our people who collaborate to make them become a reality.

Editor . . . . . . . . . . . . . . . . Pratt Farmer

Assistant Editors . . . . . . . Christina Bailey

Amanda D’Luhy

Graphic Design . . . . . . . . .Rick Snider

Nathan Martin

Contributors. . . . . . . . . . . . Christina Bailey

Celine Buthion

Amanda D’Luhy

Lisa Goodman

Bob Just

Betsy Kill

Mark Kill

Joe McClyde

Caroline Rawlins

Tanne Stephens

Welcome to our first edition of Aspire, a quarterly magazine designed to celebrate our clients, their projects, and especially our employees who transform vision into reality every day. “Aspire” best represents the tone and theme envisioned for this publication. We aspire to wake up every morning energized by the belief that we can change the world by designing a better environmental experience for its people. We strive to do this through the design of buildings, their interiors, and the landscape. We strive to do this by demonstrating that the spaces between buildings are as important to the human experience as the buildings themselves. We strive to do this by making evident that the spaces inside buildings are as important to the human experience as are the buildings themselves. Likewise, we strive to do this by proving that the spaces created by landscapes are equally as important. The stories found herein reflect that to which we aspire.

On the following pages you will see a variety of projects with each having a unique set of challenges and aimed at a specific market. The common thread woven through each is the designer’s vision for creating memorable connections, people to people and people to place. Whether it is through a mixed-use project in downtown Cleveland, an award-winning hotel in Lancaster or our employee’s involvement in the community, we are striving toward our aspirations each day. Cooper Carry is a team of talented and dedicated professionals who choose to collaborate and work together. These stories reflect that desire.We hope that you will enjoy this inaugural edition. Please feel free to forward Aspire to your business associates, friends and family. We would love to have your feedback.

Please write to us at aspire@coopercarry.com.

Warmest regards,

Kevin R. Cantley, AIAPresident and CEO

CollaborationFor Connecting

a City

DEVELOPERS

Forest City Enterprises, Inc.

The Integral Group, LLC

Cousins Properties, Inc.

CONSULTANTS

Cooper Carry, Inc.

FXFOWLE Architects

Kimley-Horn and Associates, Inc.

Parsons Brinckerhoff

Urban Collage

Huntley Partners, Inc.

Jackson Spalding

McKenna Long & Aldridge LLP

Red Rock Global, LLC

Sykes Consulting, Inc.

Thornton Tomasetti

ATLANTA NEW YORK NEWPORT BEACH WASHINGTON

We aspire to wake up every morning energized by the belief that we can change the world by designing a better environmental experience for its people.

aspire

Cooper Carry is committed to beautiful design that fits strict budgets, sustainability practices, and the kind of interwoven collaboration imperative for outstanding building success. All three goals came together for the newly completed 900 N. Glebe project in Arlington, Virginia.

900 N. Glebe Road is a seven-floor, 144,000 SF office building that houses the Virginia Tech Research Center - Arlington, and includes computational laboratories, offices, and conference space. The lobby features Virginia Tech’s Hokie Stone, a motif throughout the main Virginia Tech campus in Blacksburg. The sleek, curving east façade connects the building with its surrounding environment with a sweeping design that follows the profile of Glebe Road.

The building is seeking USGBC LEED Gold certification; but this high ranking was not always in the plans. Throughout the majority of the project, the plan was to aim for Silver—and the project was budgeted thus. With six weeks left in

construction, it was decided to go for Gold. Without increasing the budget, the Cooper Carry team was able to dive deep into the Gold ranking—just points away from Platinum.

The aesthetics of the building along with the sustainability achievements are impressive, but what does Principal-in-Charge, Steve Smith, AIA, think was the best part? “The process. We had a great team and working with Virginia Tech and JBG was my favorite part. They were highly interactive in the design process: good people committed to great collaboration to get the best building at the end of the day.”

Last year, the Research Center was awarded the NAIOP Northern Virginia Award of Excellence for Best Speculative Office Building (4 stories and above). “Being acknowledged like that by NAIOP means a lot,” said Smith, “because it’s really our own peers in the industry asserting that 900 is a good building; that we contributed something worthy of the urban fabric.”

In 2003, Cooper Carry was selected as the architect to design plans for the renovation of the historic Lancaster City Amtrak Station situated on the northern edge of the City of Lancaster, Pennsylvania. This station provides travelers with their first impression of the city, and will act as a catalyst for new development within the northern edge of Lancaster. The station, which was constructed in 1929 by the Pennsylvania Railroad, is part of the Lancaster City Historic District. It is the third busiest Amtrak station in the state of Pennsylvania.

The design, led by Ben Wauford, AIA, LEED AP, Principal in Cooper Carry’s New York Office, will result in the rehabilitation and transformation of the station from a crumbling landmark into a gleaming multi-modal facility serving Amtrak train passengers and bus lines, as well as both automobile and bicycle traffic. In addition, the new design will include administrative offices for Amtrak.

Within the facility, the main waiting room, the platform, and the bus line ticketing and waiting areas will be restored while retail and restaurant spaces will be added. Outside,

improvements to the landscape, streetscape and parking will allow for a multi-use destination that may one day be used for special activities, such as a farmer’s market and various public events. According to Chris Ernst, Cooper Carry’s project manager, “The historic station is not simply a transit hub, it is an anchor for the community, promoting the rich history of the City of Lancaster. It will no doubt position that part of Lancaster for future development.”

Construction is ongoing and is expected to be complete mid-year. This is one of several transit projects the firm has underway across the country.

Lancaster Amtrak Station -On Track for Completion

Lancaster, Pennsylvania

Designed for the JBG Companies, 900 Glebe Road is registered for LEED Gold certification

GOING FOR GOLD

Above (award)- The NAIOP Award of Excellence is a testament to the project team’s collaborative vision.

Experience the first true luxury destination spa resort to open in over 10 years: The Lodge at Woodloch. This extraordinary respite for mind, body and spirit is nestled in Pennsylvania’s lake region - just 90 miles from New York City and easily accessible from anywhere in the Northeast. Enjoy superb amenities, with every conceivable choice for contentment and challenge.

“It was a designer’s dream.” When Ben Wauford, AIA, LEED AP and the New York office met with his clients in 2003 to talk about their vision for a world-class spa to be built in the Poconos of Eastern Pennsylvania, Ben had no idea that he was about to embark on a truly remarkable journey. Many designs aspire to not only recognize, but incorporate, the five senses in their design. But few are able to. “The Lodge

at Woodloch was to be an exception to the rule,” Ben says. From the outset, spa consultants, John and Ginny Lopis wanted a resort property that would embody the design and operational theories and recommendations they had made to many spa and resort developer clients over the previous twenty or so years. “We were embarking upon a long held dream of owning and operating a world-class destination facility. One that embodied our life’s work as consultants. In essence, we were building a laboratory where we had the ability to influence every aspect of what we felt made spas successful.” We would be able to see firsthand what worked and what didn’t,” she says. Approaching this project with his typical style and design process, Ben set out to invest heavily in getting to know the clients and the project they envisioned. “We spend an inordinate amount of time listening. That’s one of the things I love

about Cooper Carry in that we are encouraged to try to fully understand what it is we have been tasked with designing. We don’t enter a project with a set of preconceived notions. Everything we do is contextual and we strive to account for the buildings and the spaces around them which, I believe, results in a much better design that speaks to one’s soul,” he says.

With a keen understanding of the importance that all five of the senses were to play in the design, construction and operation of The Lodge at Woodloch, the design team sought Jinnie Kim Design, a preeminent hotel and resort interior design firm in Boston. Under Ben’s leadership, the team developed an insatiable desire to be immersed in John and Ginny’s vision.

An Appeal To The Senses

True to form, Ben led the charge by making several trips to visit the Lopis’s at their home in Stowe, Vermont. “Because they had this driving desire to have the Lodge seamlessly merge with nature, we spent many evenings on their deck in Stowe, watching nature paint the skies and fill the air with subtle aromas. We listened as thunderstorms rolled through the valley, and we watched as animals played in the distance. And we did all that by candlelight so as to not be disturbed by the lightbulb,” says Ben. Through this series of experiences, Ben was able to sharpen the vision of John and Ginny, conveying it to the design team so that everyone would be more aware of the impact the environment would have on the building. Then they set out to create a destination spot where guests would feel as though they were being wrapped and nurtured by all that surrounded them from the moment they arrived. This was especially important as the team learned that spas can be intimidating spaces if not properly designed because so much of a guest’s time is spent being pampered while partially clothed.

With 58 luxurious guest rooms and 27 treatment rooms, the Lodge is indeed an

intimate resort where guests feel and experience the comfortableness of home. One of the favorite spaces was “found” during the latter stage of design. “There was this little 12x12 space off the main lobby. In essence it was perched in the trees and we felt it afforded the reclusive feeling one gets when hiding away in a tree house tucked back in the leaves and branches. It was a perfect spot to fill with books warmed to the glow of a soft fire in a rock fireplace,” says Ben. In that tiny space he saw an opportunity to create a setting that guests would enjoy while

there, but most undoubtedly remember long after their departure.

When designing a spa that is so dedicated to not just embracing nature, but promoting it as well, it was important to select paint and stain colors that worked well with the concept. The team spent countless hours in the woods with color swatch books. “We

would select a tree with an unusual texture and bark color and then set out to match that with our swatches. Or, we would stumble upon a clump of moss and set out to find just the right color to represent it. The net result was a color palette that, once again, served to accentuate nature throughout the Lodge,” says Ben. “We really wanted to capture the whole experience of nature…and we did!”

The devil is truly in the details for Ben as evidenced by his thoughtfulness throughout the design process. While one not familiar with design precepts would not ordinarily think about the co-existence or floor colors and texture and their relationship to the ceiling, the team devoted countless hours to examining various colors and materials that would form the treatment rooms. Because the guest is either on their back looking at the ceiling or on their stomach facing the floor, it was important to define the characteristics of the materials. The goal: to introduce color and texture that helped the guest further relax and meld into the treatment. “We wanted the guest to be so at ease that they would simply forget all external influences,” Ben asserts. This was especially true in

the area where guests find themselves after a treatment. It was in this room that the team was able to fully exploit the five senses. Wood crackling in the fireplace and the smells that exude, soft music in the background, the bedding fabric and the feel of that against the skin, refreshments and the taste they provide, and scintillating wall colors all come together to welcome the guests as

they return from the soothing treatment performed by one of the resort’s carefully trained staff. Knowing that the experience can oftentimes abruptly end once the treatment is over, creating an environment to extend the feeling just a bit longer was essential to Ben’s quest for the experiential side of man (and woman). Recognizing how one would wake up from a heightened state of relaxation was paramount. “In this instance, I was able to apply my own experiences with spas. I recalled some where I had a wonderful experience in the treatment room only to feel letdown as I relaxed afterward. I don’t want that type of guest experience at The Lodge,” he says emphatically.

The design of The Lodge at Woodloch is truly about vernacular. It is about the synchronization of design with nature. Undoubtedly, the design team captured the essence of the client’s vision as the property has now received fourteen prestigious awards including “World’s Best” Condé Nast Traveler’s Gold List, “Top 10 Spas in The World” from Tripadvisor.com, “#6 Destination Spa In The World” by Travel+Leisure and many more. No doubt this resort property has been recognized so often because of its excellent management and programming. But, we’d like to think that the design interpretation was a key ingredient as well. (www.thelodgeatwoodloch.com)

Wood crackling in the fireplace and plush seating provide an envelope of comfort to any guest. Below (exterior) The design of The Lodge is truly synchronized with the design of nature.

“Because they had this driving desire to have the Lodge seamlessly merge with nature, we spent many evenings on their deck in Stowe, watching nature paint the skies and fill the air with subtle aromas.”

Our most recent adaptive reuse project is the new North Atlanta High School that is currently on the drawing board. In association with Collins Cooper Carusi Architects and Paul Cheeks Architects, we are designing for the conversion of an eleven story high-rise office building situated on a 56-acre corporate office campus, which was being underutilized by its current owner. This type of reuse is filled with challenges the team enjoys tackling. One particular challenge has been the need for moving nearly 2,300 students throughout the 11 floors in compressed time periods. Through our collaborative process with our Office Specialty Practice Group, we realized that by changing the existing traditional two button elevator system, a common utility in a high-rise office building, into a destination elevator system that elevator movement and usage would dramatically increase. This seemingly simple solution made a significant impact on our programming for the project.

School programs have definite and specific space requirements, many of which can be accommodated in available building types. Adapting these varied building types requires creative, open minds and savvy school administrators and visionary architects to collaborate and take the first step. You might say that adaptive reuse has become very useful in the education arena.

The former office building was digitally transformed to show what the finished product would look like. These renderings show an overview as well as specific elements, such as corridors.

By Robert A. Just, AIA, LEED APDirector of K-12 Education

Adapting a property from one use to an-other is often referred to as adaptive reuse and more often than not, it can cost less and be constructed faster than new con-struction. In addition, adaptive reuse lever-ages unproductive property and elevates it to a higher and better use, revitalizes exist-ing neighborhoods and controls sprawl. In the past few years school administrators have begun to think about the concept with respect to schools. They are look-ing at existing buildings to see if there are opportunities to adapt and reuse rather than build from the ground up.

Thirty years ago, few knew what it meant. But today “sustainability” has become a part of our lexicon. Since the 1970’s, so-ciety has become increasingly concerned over energy usage, along with other natu-ral resources being depleted at an alarming rate. In the late 90’s sustainable design really took off with the introduction of LEED (Leadership in Energy and Envi-ronmental Design). This powerful move-ment has made architects more sensitive to the future and what is to be left for future generations. Sustainable design is one of the most important things we as architects can subscribe to ensure our planet’s future

remains bright. At the core of the sustain-able design philosophy is to use what is already available where possible.

In today’s economy, there are many vacant and underutilized properties avail-able; many at less than market value. In both urban and rural environments, one sees vacant warehouses, office buildings and shopping centers, but what we as K-12 architects see are potential school buildings. In some instances, these properties are adjacent to parks, com-munity centers and recreational areas. Under the right circumstances this could develop into an opportunity to share facilities with our education client. At Cooper Carry, our K-12 Specialty Prac-tice Group is uniquely qualified to design adaptive reuse schools, as we are able to leverage experience, know-how and tech-nology from our other specialty practice groups in Office, Retail, Mixed-Use, Inte-riors and Urban Planning. Our knowledge and experience in multiple building types make our adaptive reuse school projects especially successful.

Acquiring a vacant or underutilized build-ing at a reduced price and then using the core structure can save money. Adaptive reuse is a concept that is taking hold with school administrators and school boards, in both the private and public sectors, who desire to be good stewards of entrusted funds. Our K-12 Specialty Practice Group finds creative ways to use older buildings, which once were thriving retail, office or commercial entities, by converting them to attractive, engaging and energized school campuses.

We have found that the process of adap-tive reuse is fairly straight forward if the architect is involved early. Initially, we review the program and the existing facility to confirm compatibility, followed by an analysis of the site to determine if it can accommodate sporting venues, ample parking, and traffic flow for busses, parents, students and visitors. A feasibility study includes a review of current build-ing codes, existing drawings, a roof and building skin survey, design options and

conceptual cost estimating. Consultants review the existing civil, mechanical, electrical, structural systems and eleva-tors. Taking it a bit further, our team will review building modifications, selective demolition, cost implications, schedul-ing, energy performance and a recycled content strategy. Construction Managers or cost estimators can assist with detailed pricing to assist school administrators in their decision making process.

We have been fortunate to have been involved with many adaptive reuse proj-ects over the years. In one example, we designed the conversion of a shopping mall with a furniture outlet store into a K-8 school. In this project, we converted excess parking area into a playground complete with play fields, playground equipment and green space. Because the building was large, we created places of encounter throughout the project, and we also designed a successful main street concept that ties together classrooms and assembly spaces. Being able to use the ex-isting structure and building skin resulted in the ability to design higher performance finishes and more site improvements.

The main challenge for adapting a large structure such as a shopping mall is the lack of windows for each classroom. This can be rectified by including skylights, interior courtyards and punctuating the existing skin with windows.

The Art of Sustainable Design

Client Spotlight

Cooper Carry has had a fruitful relationship providing architectural services to The JBG Companies, since pursuing a design competition with the Washington, DC-based private equity firm, which is also one of the region’s most active developers and owners.

Although we ultimately lost the design competition, our relationship with JBG has thrived. Since 2001, we have designed more than 22 projects for JBG who has been active in the Washington DC metropolitan area for the last 52 years.

Cooper Carry’s recent collaborations with JBG have included three sustainably-designed office buildings located at 800, 900 and 950 Glebe Road in Arlington, Virginia, as well as the Arlington Capital View Renaissance and Residence Inn, a 625-key hotel located in Arlington, Virginia that is LEED-NC Gold certified.

Cooper Carry’s ongoing work for JBG in the District of Columbia includes the design of a Hyatt Place located in Capitol Square and a large office project located in the same vicinity. We are also collaborating on the design for 2700 Woodley, a 212-residence, luxury apartment building for JBG which is targeting LEED Silver certification.

Cooper Carry’s projects for JBG have been successful on multiple levels because of our mutual commitment to sustainability, similar cultures and closely aligned goals.

The JBGCompanies

The following article is an in-depth analysis of the challenges often confronted when plan-ning a very complex site. Part One of a four part series about a revitalization project in Cleveland, Ohio follows.

Rebirth of aGREAT STREET

Uptown at University Circle is one of several projects reviving Euclid Avenue in Cleveland. To understand the story of Uptown, it is important to revisit where the dream began.

Cleveland is facing a steady decline in its population over the last 20 years, with the most recent U.S. Census Bureau statistics announcing a 10 percent loss alone within the last decade. What once was America’s fifth largest city, Cleveland is in desperate need of innovative and creative solutions to help capture, retain and rebuild its population. It is positive and thoughtful thinking that will bring about a renaissance in Cleveland—inspired by the rebirth of a great street. When thinking about America’s great streets, Fifth Avenue in New York, Michigan Avenue in Chicago, and Market Street in San Francisco, just to name a few, usually come to mind. These streets provide a memorable experience and create the identity of any place. Great streets are the backbone of the community, notable for their beauty

and character, viable and livable by their appropriate mix of land uses, density, scale, open space, and connectivity. These streets are memorable as vibrant and active commercial centers —the “there-there” of a city, town, or community. This great street for Cleveland was Euclid Avenue, which in its prime shared the same prestige and stature as Fifth Avenue in New York. Euclid Avenue is far from the great retail street it once was in the early twentieth century. It has reached its lowest level with the closing of Dillard’s, the last of six department stores that once energized Cleveland’s main street. However, Cleveland’s Euclid Avenue is experiencing some new life from what started as a small investment in downtown. In 1995, MRN Ltd., a Cleveland-based and family owner/ developer, began to shift their

focus from the East Cleveland suburbs to downtown. MRN Ltd., who has built its business on seeking out well-built buildings that because of age, poor maintenance or vacancy, have fallen into disrepair, purchased the Buckeye Building on the corner of East 4th Street. This project had the opportunity to capitalize on its close proximity to two major sporting venues in downtown – Progressive Field, formerly Jacobs Field, and the Quicken Loans Arena, formerly the Gund Arena. Restoring the building, MRN Ltd. built Flannery’s Pub on the ground floor and 36 apartments above. After reviving the old Woolworth Building on East 4th Street with loft apartments, it became apparent, a neighborhood began to emerge. The success of this emerging neighborhood was dependent on the viability of Euclid and adjacent downtown districts.

Joe McClyde, LEED AP

900 North Glebe Road contains 475,000 square feet of office space and is home to the Virginia Tech Research Center.

Two distinct Marriott hotel products occupy the site: a full-service Renaissance, and an extended-stay Residence Inn. Completed in 2011, they are the first new hotel rooms built in office-heavy Crystal City area of Arlington in more than 10 years.

Recognizing the importance of the area to the continued revitalization of downtown Cleveland, in January of 2002 MRN Ltd. joined forces with adjacent property owners, the Historic Gateway District, Forest City Enterprises, Inc., Argent and David Goldberg, They all had a strong belief in the inherent connection between their interests as property owners and their collective success. Through the Request for Proposals process, they solicited a design consultant team with expertise in architecture/planning, retail strategy, market analysis, transportation, and funding. The stakeholders selected the team of Cooper Carry, Economic Research Associates (ERA), Wells & Associates, and the Goodman Corporation, who commenced work in February of 2002.

In the late 1800s and early 1900s, Euclid Avenue was considered one of the most beautiful streets in the world. During this time, Euclid was one of the most desirable addresses in the city. The city’s industrial barons built mansion after mansion along the street, forming a famed “Millionaires’ Row.” This tree-lined boulevard once housed some of the most elite dignitaries in the country, like John D. Rockefeller, rivaling the prestige of Fifth Avenue in New York. When the property values escalated and the wealth moved farther away from downtown, Euclid evolved into the city’s primary shopping street. In the latter half of the Twentieth Century, the street reflected the city’s post-industrial decline. Retail activity followed the residential development and money to the suburbs, leaving downtown as an office district, open for business between 8 am and 6 pm. Many of the beautiful commercial buildings of Euclid Avenue became vacant or underused. The street lost the vitality of pedestrians as people traveled to downtown only for work, returning home to the suburbs in the evening. Today, Euclid Avenue is only

a shadow of its former beauty and prosperity. However, the street still holds a powerful position in the city, leaving the door open for a renaissance.

History of Euclid Avenue

“Joe McClyde is an urban planner and LEED Accredited staff architect at Cooper Carry. His passion is in collaborative design focused on connective places that are memorable and culturally significant by bringing people, the building and nature together in a sustainable fashion.”

The vision for Uptown at University Circle started with a bigger vision for Euclid Avenue and downtown. (Left) MRN Ltd. and the design team pursued House of Blues as a tenant to activate Euclid Avenue and East 4th Street. Interestingly enough, their homework paid off, as House of Blues prefers to go into areas as part of a revitalization effort.

(Top) Old photograph showing the streetcar at Public Square connecting to Euclid Avenue. (Above) This diagram of the Euclid Corridor came from the vision for Downtown Cleveland. This map helped identify each of the important nodes along Euclid, setting the stage for projects like Uptown at University Circle.

Chances are that if you ask three people what the meaning of “brand” is, you will get three different an-swers. Most people, however, do think of a brand as being the company’s image. But it is more than image; it includes our clients’ experiences and the expectations we set in our work. Our brand embod-ies our reputation. Think of it this way: Cooper Carry is a design firm of thought leaders. We believe in an idea-driven design process that challenges conventions while seeking unique, durable solutions. This process creates buildings and environments that are leading examples among their peers or in their competitive markets. We strive to raise our clients’ expectations. These attributes, combined with our extensive experience, form the foundation of our reputation. And thus our brand is defined.

Protecting the brand is something we will be placing great emphasis on this year. As the noted brand expert, Stephen Gilliatt said, “A branding program should be designed to differentiate your cow from all the other cattle on the range; even if all the cattle on the range look pretty much alike.” While we certainly believe that Cooper Carry stands out in the crowd, it is important to under-stand the look and feel of our image, and the way it is portrayed in printed form as well. Use of the logo, images in ads, statements in

press releases and booths at trade shows all factor into what we might convey in a unified message.

To ensure that we are diligent in the correct application of the brand image, a Brand Standards Guideline book has been developed and will soon be deployed. This comprehen-sive book addresses a myriad of examples of branding for Cooper Carry, and it is hoped that each employee will take the oppor-tunity to become familiar with it. In doing so, each person will become an ambassador for the brand, making it stronger each day.

JUST WHAT IS A BRAND?

The Lancaster Marriott at Penn Square in Lancaster, Pennsylvania is a landmark hotel that captured the cover of Architectural Woodworking Institute’s Design Solutions magazine Winter 2012 edition. In the issue, the project receives a 10-page spread with stunning photos that showcase the beautiful woodworking in all aspects of the project. The $177 million project began in 2004 and was completed in June 2009 with a total of 420,000 square feet, including 72,200 square feet of meeting space and 300 keys.

The hotel not only has guest rooms and standard hotel amenities, but sets itself apart by housing 90 art galleries, dining, shopping and historic landmarks within its walls. The building finds its home and inspiration for mixing the old with the new by wrapping around five previously established historic buildings and preserving their original exteriors as it creates a unified feel in a single building. The guests are welcomed in the lobby by the state-of-the-art architecture and historic elements that then continue throughout the hotel.

The major design element of the hotel was the creation of a monumental wall made of Zimba veneer panels and a solid Maple corner. This creates a street façade in the lobby by extending five-stories from the ground level of the lobby up to one of the many exhibit halls.

Other elements of excellent woodwork are found in the columns, beams, trims, benches, lobby shops and guestrooms. Lane Chapman is quoted in the article speaking about the importance of allowing the “old be old and the new be new.” The two looks of old and new are distinctly different, yet they make for a seamless and dramatic finished look and feel for the hotel and its guests.

With greatness there are challenges. The fabrication of the folding divider walls in the ballroom and the 30 foot drop on the site from front to back as the floor follows the drop provided several hurdles. These were overcome with time and attention to detail by all parties involved and the finished product is a hotel that makes history.

HOTEL MAKES HISTORY

CASETTE BLEED

C O O P E R C A R R Y . C O M

We shape our buildings;

thereafter they shape us.

- WINSTON CHURCHILL

The monumental interior wall creates a street façade indoors that mirrors the scale of the existing exterior landscape.

NOT ALL LESSONS ARE LEARNED FROM BOOKS OR IN CLASSROOMS. I learned the basics of scope, schedule and budget through experiences with a paper route that I inherited from my brothers. It was my oldest brother Matt’s and then brother John’s. Somehow, an interloper got in the way between John and me.

I was next; ’67-’69!

Printed news was important to get to our 35 to 45 customer base—they needed to know what happened! Subscriber num-bers varied depending on the economics and politics of the time. When they went on vacation, we were logistically (and financially!) responsible for coordinating that. Our home was in the center of the geographically limited route. We strived to cultivate readership within it; more customers meant more money!

We delivered six days per week in the afternoons. Subscribers wanted their papers in different places; under mats, in mail hooks or inside screen doors. Timing and service were paramount. Delivery depended upon coordination with after school practices, the weather, traffic, the conditions of bikes and wagons and those willing or available to help us. It was tough when we were sick. We were really late on November 22, 1963.

Collection of the 60 cent weekly cost from customers was critical; Friday evenings with Saturday afternoons for backup. Monthly prepaid accounts were managed separately from those paying weekly. There were always those who wouldn’t or didn’t pay on time. When our route drivers came for collections from us, the full amount was expected. We “loaned” for our customers. Tips were all ours!

So, we answered the strategic why do it question; the root of truth. When fol-lowed by clear what, how, when, where, by whom and for how much responses, the planning equation was complete enough for implementation—with quality! We rechecked and balanced these variables along the way to ensure that we met our customers’ expectations. After all, they deserved it!

Editor’s note: Mark is COOPER CARRY’s Chief Operating Officer.

Operations - From a Young Age

COOPER CARRY IN THE COMMUNITY-

UNITED WAY

By: Betsy Kill

When I was first tapped to lead the Atlanta office United Way Campaign, I had a little anxiety. How would I squeeze this into my already busy schedule. What was I getting myself into? Could I really motivate people to participate. And how would I put this together on such a short

schedule? After a little reassurance from our Human Resource Director and a few fellow employees, I was ready to take the leap. Here’s how the story went.

The goal was to raise as much money as possible, and in order to do so it would require all the energy Cooper Carry could muster. Well, let me explain our recipe for energy mustering. We involved incredibly inspiring real life stories told by UW volunteers, food and competition, as in a chili cook-off (lunch anyone?), giveaways and silent auction items (which were donated by our fabulous design industry representatives and neighborhood merchants), and opportunities to send messages on balloons to fellow employees offering words of encouragement, thanks and support. In doing so, we created an intense energy that just continued to grow throughout the two weeks of the campaign. The employees at Cooper Carry rallied, cooked, competed, laughed, helped, filled, tied and delivered balloons, lugged in crock pots, wrote

inspiring messages, and kept a vigilant eye on their silent auction bids.

For me, it was an opportunity to see my fellow employees from a very personal and intimate view, and it was a privilege to see how they responded to each other. Together through the combination of a crazy couple of weeks of shared activity, generous contributions made on behalf of the staff, and a faithful yearly company contribution, Cooper Carry raised $4,908 in 2010 (a not so great economy) and $11,819 in 2011 (a not as bad economy).

As I saw the energy grow throughout the studios, I realized that we at Cooper Carry have a very extraordinary and contagious spirit. What began with apprehension on my part ended with great joy, reflection, and a renewed admiration for my fellow co-workers. I said it then and I’ll say it now…you guys ROCK!!

Editor’s note: Betsy is the Resource Librarian in the Atlanta Office.

SCOPE

A couple of years ago the firm’s leadership began thinking about the amount of negative news being generated every day. It seemed as if there was no repository for stories that focused on the positive things happening around the world. “What we envisioned was a way whereby we could share some of the positive news stories we were seeing. It began with some of us just sharing these ‘one off’ stories with friends and colleagues,” says Cooper Carry CEO Kevin Cantley. As time passed, Pope

Bullock, a Principal in the firm, collaborated with our brand consultants, Iconologic, to create a website to aggregate these positive stories. And the website reasonsforoptimism.com was launched. Its sole purpose is to promote the concept of optimism by giving examples to celebrate.

Each day the marketing department searches hundreds of publications looking for the good stories. The stories that accentuate the best in mankind by highlighting intellect,

perseverance, ingenuity, creativity and dedication. “Our goal is to share two stories each day. I think when you look at the breadth and depth of what we place on reasonsforoptimism.com, you will quickly get a sense that there are lots of good and positive things happening around the world,” says Cooper Carry Marketing Director, Pratt Farmer. So, if you are looking for the best life has to offer, check out reasonsforoptimism.com.

Your Daily Dose of POSITIVE

Click here to visitReasons For Optimism.

ReasonsForOptimism.com

Reasons For Optimism

SCHEDULE

BUDGET

From the Desk of Mark Kill, AIA, LEED AP

THE PAPER ROUTE

Employee Spotlight

Janet Romanic, Associate and Project Manager in Cooper Carry’s Retail Specialty Practice Group, and her daughter Elena, recently had the opportunity to help those less fortunate in our community. Elena’s 5th grade class was divided into groups to complete a social consciousness project. Elena’s group selected “homelessness.” To enable them to learn more about homelessness first-hand, Janet organized a trip for Elena and some of her classmates to volunteer at the food kitchen at Lutheran Church of the Redeemer located in downtown Atlanta. The Church prepares a midday meal for the homeless every weekday. The food kitchen relies on volunteers to prepare the meal, serve the guests and clean-up afterward. The center serves 200 or more lunches each day.

Upon arrival, the girls were eager to put on gloves and aprons and begin work preparing plates, setting tables and serving food. Janet said the girls enjoyed the experience, had fun and felt proud to have helped people in need. The 5th grade volunteers learned some important lessons through this

experience. “Homeless people are not as scary as they seem at a distance.” “Some people just need help and are quite nice.”

Other volunteers observed the spirits of the homeless lifted that day by seeing the 5th grade volunteers with their smiles, laughter and enthusiasm. The spirit of youth seemed to give an air of hope to many of the guests. Elena and her classmates collectively said they would definitely volunteer again feeling they had helped people in need.

Helping those in need and general community involvement is always a high priority at Cooper Carry, and Janet exudes this philosophy. Whether it is using professional talents or personal resources, getting outside of the office walls and getting involved and mentoring the youth in the spirit of giving is something that makes a difference that really matters.

TANNE STEPHENS – PERFORMER OF “SLAM POETRY”

Poetry slams are gatherings or competitions at which poets read or recite original work. Poetry slams, featuring the art of the spoken word, demonstrate a broad range of styles, strong emotions and individual approaches to writing and performance.

Cooper Carry’s resident performer is Tanne Stephens, Proposal Assistant and member of our marketing team in Alexandria, Virginia. Tanne was first introduced to Slam Poetry through an English class during her second year of college. Soon after that initial exposure, Tanne began watching Def Poetry, an HBO television series started in 2002, produced by Russell Simmons and hosted by Mos Def. The show highlighted performances by well-known spoken word poets, as well as up-and-coming performers.

After a year of watching and learning from the television show, Tanne began writing her own poetry. The writing was followed by her deciding to perform for public audiences. Tanne enjoys attending open mic nights, having held her first Slam Poetry performance in a small coffee shop near her college. Now that she lives in the DC area, Tanne has found another coffee shop, similar to where she debuted, where she is able to perform every now and then. Tanne says, “Even though it is nerve wracking; it feels really good once in a while to get up in front of an audience and get it all out there.”

Tanne recently demonstrated her talents to her Cooper Carry team members by writing and performing Slam Poetry at a baby shower in the office honoring three employees, Rebecca Mezny, Mary Ferreira and Eric Hawkins, who were expecting babies in the next few months.

Very impressive!

COOPER CARRY - Recent Wins

Name of Project Location Specialty Practice Group

Staten Island Lighthouse Point Phase I Staten Island, New York Retail

Regions Bank - Atlantic Center Plaza Phase II Atlanta, Georgia Interiors

Regions Bank - Two Buckhead Atlanta, Georgia Interiors

UGA Health Sciences Campus Phase III & IV Programming Athens, Georgia Science + Technology

Georgia Tech Building Renovation Feasibility Study Atlanta, Georgia Science + Technology

Pomona North Metrolink Station Area Plan Pomona, California Planning

Washington Renaissance Hotel Addition Washington, D.C Hospitality

Peachtree Dunwoody Pavilion TOD Master Plan Atlanta, Georgia Corporate

Capital Square Office Building Washington, D.C Mixed-Use

Arverne East New York, New York Mixed-Use

Fairfax Square Repositioning Fairfax, Virginia Mixed-Use

NASA Integrated Engineering Services Building Hampton, Virginia Office

Stafford On Call Planning Support Services Stafford, Virginia Planning

Berry College Athletic Complex Mount Berry, Georgia University

Confidential Headquarters Huntsville, Alabama Corporate

SERVANT LEADERSHIP – SERVING THOSE IN NEED

The Center for Connective Architecture

Tanne StephensMarketing Assistant

Jerry Cooper Principal 52 years with firm

Krista Dumkrieger Intern Architect 1 year with firm

Sherry Wilson VP of Finance 30 years with firm

Luke McDaniel Intern Architect 1 year with firm

Greg Miller Principal 27 years with firm

Matthew Carr Project Architect 5 years with firm

Keith Simmel Principal 20 years with firm

Rick Casey Project Interior Designer9 years with firm

Christopher Bivins Project Architect 16 years with firm

Leslee Hare Architectural Staff III2 years with firm

Nancy Gomez Billing Administrator12 years with firm

Rod Johnson Office Assistant11 years with firm

Andres Rubio Project Architect 11 years with firm

Younghui HanProject Interior Designer6 years with firm

Chris Culver Project Architect 9 years with firm

Richard McWilliamsProject Architect 12 years with firm

Nate WilliamsonDesign Architect 9 years with firm

Zach WilsonIntern Architect 1 year with firm

Steve Jackson Project Architect 8 years with firm

Brandi HaughtonMarketing Coordinator1 year with firm

Kenneth Brown Project Manager 6 years with firm

Andre James Intern Architect 2 years with firm

Steve Carlin Senior Graphic Designer 6 years with firm

Cherie Caines Architectural Staff III7 years with firm

Xin Xu Architectural Staff III1 year with firm

Lisa Goodman Director of HR4 years with firm

Eric Hawkins Architectural Staff II2 years with firm

Brent AmosProject Architect 4 years with firm

Gary ElderInterior Designer III 1 year with firm

Bobbi Sweeney Marketing Coordinator 3 years with firm

Florence GiordanoOffice Manager5 years with firm

Amanda D’Luhy Marketing Manager2 years with firm

Melissa Wolbach Studio AdministratorNew Hire

John Beres Architectural Staff III11 years with firm

Gary Brown Intern Architect1 year with firm

Oscar Perez Director of Design Services for GovernmentNew Hire

Candis Carroll Intern Architect 1 year with firm

Rick SniderGraphic Designer New Hire

Marina MichaelIntern ArchitectNew Hire

Claudia LoftonInterior Designer INew Hire

Congratulations!

A heartfelt “Thank You” and “Welcome” to our new employees and those celebrating an employment anniversary in the first quarter of 2012.

© Cooper Carry, inc. 2012

AtlAntA new YoRk newpoRt BeAch wAshington

coopercarry.com

We would like to hear from you.Contact prattfarmer@coopercarry.com with your comments.