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to prepare the
Lookout Mountain
Comprehensive Plan
Presented to the:
City of Lookout Mountain, Georgia
Presented by:
The Walker Collaborative
With:
Third Coast Design Studio
Street Smarts
Team Overview . . . . . . . 1
PROJECT APPROACH
Scope of Services . . . . . . . 8
Project Schedule . . . . . . . 15
Projects Costs . . . . . . . 16
TEAM OVERVIEW
The Walker Collaborative (TWC) is involved in all general areas of community planning, including comprehen-
sive planning, corridor planning, downtown and commercial district planning, and neighborhood planning. TWC
also prepares zoning ordinances and design standards, including form-based codes. Principal Philip Walker,
AICP has led the creation of dozens of plans in various communities throughout the country, in addition to his
experience implementing plans as a city planning director. In 2006 he led the creation of Midway, Georgia’s,
citywide comprehensive plan. To support TWC in the creation of the Lookout Mountain Comprehensive Plan,
TWC has assembled the optimal team to address all of the key issues in a holistic manner. The proposed
Project Team firms include:
• The Walker Collaborative: Nashville, Tennessee – project management, comprehensive planning, com-
munity visioning
• Third Coast Design Studio: Nashville, Tennessee – land planning, urban design, and landscape design
• Street Smarts: Duluth, Georgia – transportation planning, traffic engineering
It is proposed that The Walker Collaborative serve as the prime contractor with the City, with the proposed sub-
consulting firms contracting with The Walker Collaborative.
Q U A L I F I C A T I O N S
THE FIRMS: SUMMARY, PERSONNEL & EXPERIENCE
The Walker Collaborative
The Walker Collaborative (TWC) is the award-winning planning firm of Philip L. Walker, AICP, who has over
twenty years of experience with community planning in both the public and private sectors. Based in Nashville,
Tennessee, and established in 2002, TWC is founded upon the principle that rarely is any one firm uniquely
qualified for a particular urban planning project. Rather than using a “firm-based” approach, TWC employs a
“person-based” approach. TWC initiates each project by first determining the necessary areas of expertise,
and then identifying the most effective individuals to form the Project Team. Team members are determined by
balancing professional expertise and experience with considerations of geography, professional relationships,
personalities, and planning philosophies. Only by employing this person-based approach can the optimal
Project Team be assembled for any given project. TWC’s 2007 Core City Comprehensive Plan for High Point,
North Carolina, won the Plan of the Year Award for “comprehensive plans for large communities” from the North
Carolina Chapter of the American Planning Association.
Town of Nolensville, Tennesse, located in rural Williamson County. From 1998 to 2002, he served as the
Director of Planning for the Nashville office of Looney Ricks Kiss Architects (LRK). While with LRK he led
a plan for a 50 square mile rural area called the Gray’s Creek Area in western Shelby County, Tennessee.
Since establishing TWC in 2002, Phil has served as the Project Manager for dozens of community planning
projects - ranging from urban to rural contexts - throughout the country. Recent/current projects include: the
Route 17 Corridor Plan for Isle of Wight County, Virginia; the Midway Comprehensive Plan for Midway,
Georgia; and the Lee County Comprehensive Plan for Lee County, Mississippi. Phil has been a member of
the American Institute of Certified Planners (AICP) since 1989, and he is currently an instructor for the
University of North Alabama where he leads various continuing education classes for professional planners.
He holds a bachelor’s degree in Historic Preservation from Middle Tennessee State University, a master’s
degree in Urban and Regional Planning from the University of Florida, and a master’s degree in Real Estate
Development from Harvard University.
Q U A L I F I C A T I O N S
• Forest Hills Open Space Plan: Forest Hills, Tennessee (2008)
• Northport Downtown & Riverfront Plan, Zoning & Design Standards: Northport, Alabama (2008)*
• Washington Drive District Plan: High Point, North Carolina (2008)*
• Lookout Mountain Town Center Plan: Lookout Mountain, Georgia (2008)*
• Route 17 Corridor Plan: Isle of Wight County, Virginia (2007)
• College Hill Neighborhood Plan: St. Louis, Missouri (2007)*
• High Point Core City Comprehensive Plan: High Point, North Carolina (2007)*
• Chancellorsville Land Use & Transportation Plan: Spotsylvania County, Virginia (2007)
• Pleasant Grove Plan & Consulting: Pleasant Grove, Utah (2006-2007)
• Midway Comprehensive Master Plan: Midway, Georgia (2006)*
• Pinehurst NewCore Area Visioning: Pinehurst, North Carolina (2005)
• Kingsport Visioning, Planning Recommendations & Code Revisions: Kingsport, Tennessee (2005)*
• MidTown Columbus Redevelopment Plan: Columbus, Georgia (2004)
T E A M
The Walker Collaborative led a community visioning process for Kingsport, Tennessee, that in-
cluded computer simulations to show how existing road corridors (left) could develop out (right).
Since starting Third Coast Design Studio, their primary focus has been the creation of walkable neighborhoods.
The firm has worked across the country designing new communities, revitalizing major transportation corridors,
enhancing existing downtowns, and creating new town centers. Their approach to design and planning combines
empirical design principals, community participation, and realistic implementation strategies. The Principals’
individual backgrounds in architecture and landscape architecture provide unique insight into the urban design
problems of today, which are directly linked and dependent on both fields. Primary services include site
master planning, urban design, form-based zoning codes, and design review. Additional services include
landscape design and residential architecture.
Q U A L I F I C A T I O N S
Bachelor of Architecture at the
University of Tennessee and his Masters
of Architecture in New Urbanism at
Andres Duany and Elizabeth Plater-
Zyberk’s program through the University
of Miami in Coral Gables. As a graduate
of these programs, Keith has developed
a unique understanding of traditional
patterns of design from the scale of the
region down to the scale of the building.
Keith applies time-tested principles of
urbanism to all of his projects to achieve
a true sense of community in Working with The Walker
neighborhoods, districts, towns and Collaborative, Third Coast
cities. While he is an accomplished Design Studio created a Con-
architect whose work has been cept Plan for St. Louis’ Col-
published in Southern Living Magazine, lege Hill Neighborhood.
Keith’s primary focus is to create
walkable environments that balance the
needs of the pedestrian with those of the automobile. He has lectured extensively on this subject across the
country. Prior to forming Third Coast Design Studio, Keith was the director of the Metro Nashville Planning
Department’s Urban Design Studio where he helped reinvent Nashville’s approach to planning and coding.
Lee Jones
Lee Jones brings seven years of professional experience in urban design, planning, and landscape design
to Third Coast Design Studio. Prior to receiving a degree in Landscape Architecture, Lee initially earned a
T E A M
BA in Political Science, providing him with a versatile set of skills to think critically about public policies and
their consequences. These skills have enabled him to write effective form-based codes for developers and
municipalities, as well as assist clients through cumbersome and lengthy processes and ordinances. With
a background in Landscape Architecture, one of Lee’s key strengths is his ability to inventory and analyze
physical site characteristics that may influence site design, whether properties consist of hundreds of
acres or hundreds of square feet. Prior to joining Third Coast Design Studio in late 2006, Lee spent five
years with the Metro Nashville Planning Department serving as director of the department’s Urban Design
Studio in his final year. While with the Planning Department, Lee served as Metro Nashville’s Greenways
Coordinator, drafted amendments to Metro’s Zoning Code, and solved urban design problems within the
city through leading public-participatory design charrettes and writing form-based codes.
Q U A L I F I C A T I O N S
• Natchez Riverfront Concept Plan: Natchez, Mississippi (led by Walker Collaborative)
• Downtown Portales Master Plan: Portales, New Mexico (led by Code Studio)
• College Hill Neighborhood Plan: St. Louis, Missouri (led by Walker Collaborative)
• Heart of Peoria Plan Charrette: Peoria, Illinois (led by Ferrell Madden Associates)
• Broad Avenue Initiative: Memphis, Tennessee (led by Ferrell Madden Associates)
• West End Park Urban Design Overlay: Nashville, Tennessee*
• Bedford Avenue Urban Design Overlay: Nashville, Tennessee*
Development Studies
• Cane Ridge Town Center: Nashville, Tennessee
• Sycamore Landing: Pleasant View, Tennessee
• Capitol West: Nashville, Tennessee
• Chantilly Town Center: Pike Road, Alabama
• Flynn Property Traditional Neighborhood Development: Metamora Illinois
• Coldwater Creek Traditional Neighborhood Development: Summerdale, Alabama
• McLemore Plantation: Pike Road, Alabama
• Waugh Gateway: Pike Road, Alabama
Form-Based Codes
• The Enclave: Pleasant View, Tennessee
• Woodlane Traditional Neighborhood Development: Eufaula, Alabama
• Village of Metamora Traditional Neighborhood Development Code: Metamora, Illinois
• Evergreen Hills Traditional Neighborhood Development: Nashville, Tennessee
T E A M
Street Smarts
Street Smarts was founded in early 1990 as a sole proprietorship and incorporated in 1991. The firm provides
service to both the public and private sectors in transportation engineering, civil/site engineering, traffic
engineering, transportation planning, transit analysis, traffic signal design and timing, training, planning and
zoning work, impact studies, Intelligent Transportation Systems (ITS), analysis programs, goods movement,
impact fees, parking studies, roadway and site design, engineering, survey services, subsurface utility
engineering, public involvement and facilitation, computer modeling, data collection, freight planning, parking
studies, landscape planning and design, and geographic information services (GIS). They have served many
hundreds of clients, many on multiple projects, from single site developments to statewide efforts. At present,
the firm has a staff of more than 100 full-time employees. Street Smarts’ Duluth, Georgia, office will be
working with The Walker Collaborative Team on this project for Lookout Mountain.
Q U A L I F I C A T I O N S
Polytechnic Institute of Brooklyn (1975), a Master of Science degree in Civil Engineering - Transportation
from Princeton University (1978), and a Master of Arts degree in Civil Engineering from Princeton University
(1979). Her affiliations include: Institute of Transportation Engineers (Fellow), Past International President,
Technical Council Committee Chair, Marble Hensley Individual Activity Award, Transportation Planners and
Goods Movement Councils Chair Transportation Research Board, Member Assorted Committees
Transportation Research Forum (Associate) Women’s Transportation Seminar, Past chapter President and
Board Member American Society of Civil Engineers (Member) Gwinnett County Chamber of Commerce
Vision 2020 Panelist 1995 and 1997 Finalist, Small Business Person of the Year Atlanta Business Chronicle
- National Panelist representing the country’s fastest-growing businesses, 2003.
• Traffic Studies, Signal design, Staff extension: Rockdale County, Georgia (2000-present)
Public Involvement:
• Clark Avenue Extension: Albany, GA(2006)
• SR 133 (Valdosta to Moultrie) - (2007-present) – Note: Won GPTQ Award in 2007
• Sandy Spring Revitalization (2005-2006)
Q U A L I F I C A T I O N S
Street Smarts is providing public
involvement services for the Geor-
gia Department of Transporta-
tion’s Statewide Transportation
Improvement Program.
T E A M
References
Below are references for four projects of The Walker Col-
laborative (TWC). All but the Wilson, NC, plan were under
the project management of Phil Walker. References for the
Project Team’s sub-consultants can be provided upon re-
quest.
Q U A L I F I C A T I O N S
High Point Core City Comprehensive Plan (2007)
Lee Burnette, AICP – Director of City Planning
City of High Point
211 South Hamilton Street
High Point, NC 27261
(336) 883-3328
Plan Examples
Below are website links to recently-completed plans led by
The Walker Collaborative. Several additional TWC plans
can be found on the websites of other local governments.
• Northport Riverfront & Downtown Plan - Northport, Alabama
(2008) - http://www.cityofnorthport.com/Defaultasp?ID
=190&pg=Planning+Zoning+and+Community+Department
TWC’s award-winning plan for
• Core City Comprehensive Plan - High Point, North Caro- Northport, AL, evolved from a concept
T E A M
Responsibilities
This planning project will require a strong partnership between City officials and the consultants. Responsibili-
ties for both parties will be as follows:
A P P R O A C H
City of Lookout Mountain
The scope of services described below is contingent upon the City taking care of all logistical facets of the
project (scheduling meetings, recruiting public participants, scheduling meeting facilities, mailing out notices,
etc.). The City, working through Walker County, will also provide all GIS mapping data to the Consultants, as
well as other available relevant data. The City will also provide, to the extent available, the expertise of the
relevant City officials regarding issues such as infrastructure, utilities, and land use law.
Project Team
The Consultants will be responsible for all other activities typically associated with the preparation of a com-
prehensive plan, including leading all meetings, collecting and analyzing data, preparing the draft and final plan
document, and preparing PowerPoint presentations.
SCOPE OF SERVICES
The ultimate methodology decided upon to create this plan will depend on the specific preferences of the City.
P R O J E C T
However, until more detailed discussions can occur, the following four components are suggested for consid-
eration by the City for the scope of services:
SUMMARY
Task 1.0: Analysis & Visioning
This initial task will serve as the research and diagnostic phase Task 1.0 Analysis & Visioning
on which the balance of the work will rely. The Project Team
will perform the sub-tasks described below over a two (2) day Task 1.1: Collect & Review
trip to Lookout Mountain, as well as through work conducted Background Information
prior to and following this trip (Note: not all Project Team mem-
bers will need to spend the full two days in Lookout Moun- Task 1.2: Project Initiation
tain): Meeting & Study Area Tour
Task 1.1 Collect & Review Background Information Task 1.3: Physical Analysis
Prior to making the initial trip to Lookout Mountain, the Project
Team will review key information provided by the City to gain Task 1.4: Socio-Economic
insights into the project’s overall context. Such information Analysis
will include, but not be limited to: development regulations,
relevant studies and plans (including the current Comprehen- Task 1.5: Stakeholder Focus
sive Plan), economic and demographic data, real estate mar- Group Meetings
ket information, traffic data, existing conditions maps (topog-
raphy, land uses, roads, etc.), and aerial photo maps. Some Task 1.6: Public “Kick-Off”
of this information will be in the form of GIS mapping provided Meeting & Vision Survey
by Walker County. Information will be provided only to the
extent that it is available, as it is recognized that not all infor- Task 1.7: Draft Goals &
mation listed above will be available. The Project Team will Objectives
not be responsible for conducting survey work to gather data.
A P P R O A C H
Task 1.2 Project Initiation Meeting & Study Area Tour
This meeting between the Project Team, City officials, and other appropriate parties will fine-tune the project
details and allow the Project Team to gain additional insights from the City. The team will also obtain any
available information not previously provided by the City up to this point. The study area “wind shield tour” will
be led by City officials, with subsequent follow-up work by the Project Team as part of Task 1.3.
• Community facilities
• Utilities and infrastructure
• Historic resources
• Housing
• Industries and commercial areas
• Economics
• Housing
• Other related issues
Much of this data may come from US Census data.
A P P R O A C H
prepared well ahead of time so the City can review it and suggest changes prior to the Task 1.0 trip to Lookout
Mountain. This survey will be administered by the Project Team during the Task 1.6 meeting. Participants will
be provided with a survey form to fill out during the meeting (written by the Project Team and printed by the
City), and the results will be tabulated by the City. The Project Team will later evaluate the tabulated results
and include them in the Comprehensive Plan document, as well as incorporate the results into the plan’s
ideas. The City may choose additional means to administer the survey beyond the single public meeting,
such as on the City’s website or as hard-copies that are distributed and returned to the City.
Although the exact agenda for the public “kick-off” meeting will be determined with input from City, this
interactive forum conducted on the first evening of the two-day trip might feature the following components:
• Introduction of City representatives and Project Team members
• Explanation of the project process and objectives
• Identification of the community’s challenges and opportunities
• Identification of model communities/places
• Vision Survey
Following the Task 1.0 trip to Lookout Mountain, and based upon all of the work completed to date, including
the results of the Task 1.0 community visioning, the Project Team will prepare the first draft of a set of goals
and objectives for the City to review for necessary revisions. Intended to serve as a foundation for the subse-
quent comprehensive plan, they will address the following issues:
• Economic development
• Open space and recreational facilities
These draft goals and objectives will be revised based upon feedback from the City prior to the Task 2.0
Charrette trip, and reviewed with the public during that trip for their validation prior to being finalized.
A P P R O A C H
Task 2.0: Charrette & Alternative Growth Scenarios
Although the proposed overall project methodology has been
designed to encourage strong public input throughout the life SUMMARY
of this project, Task 2.0 offers the single greatest opportunity
for meaningful “hands-on” involvement of key stakeholders. A Task 2.0 Charrette &
“charrette” is an intensive brain-storming process used by plan- Alternative Growth Scenarios
ners and designers to create planning concepts within a lim-
ited amount of time. The purpose of the charrette process is Task 2.1: Follow-Up Field Work
to provide a forum for key stakeholders to achieve a consen-
sus on the future of the study area. The most tangible out- Task 2.2: Planning Workshop
come of the charrette will be the creation of Alternative Growth
Scenarios for consideration as the basis for the ultimate plan. Task 2.3: Alternative Growth
This three (3) day task will require strong teamwork between Scenarios Preparation
the Project Team and the City, as the City is expected to re-
cruit and schedule all public participants with the guidance of Task 2.4: Alternative Growth
the Project Team. Although the specific components of the Scenarios Presentation
P R O J E C T
Workshop Orientation
The Project Team will present the following items:
• Workshop Purpose & Overview
• Background Research Findings
• Results of the Public Input to Date / Goals & Objectives
• Workshop “Ground Rules”
Planning Session
The specific method used to engage the stakeholder participants in the concept planning process will be
determined later based upon input from the City. There are a variety of techniques that might be used.
Among them is the approach of splitting participants into teams of roughly ten (10) members each, and
each team creating its own concept plan by applying colored markers to base maps. Another is to simi-
larly break participants up into teams, but to ask a series of questions that will build consensus, rather than
actually creating a plan. Other techniques will also be considered with the City.
A P P R O A C H
Growth Scenarios as a prelude to the ultimate Comprehensive Plan.
• Land uses
• Development densities and character
• Transportation
• Community facilities
• Economic development
At some point during this task, the Project Team will meet with key City representatives to receive feedback
P R O J E C T
on the work accomplished up to this point of Task 2.0. This meeting either give the Project Team a “green
light” to proceed down the proposed path, or a “red light” to reconsider the direction the Team is headed. It will
likely occur as a working lunch meeting on Day 2.
The majority of meeting time will be dedicated to the Alternative Growth Scenarios, as opposed to the back-
ground information. Because of the importance of public interaction, a generous amount of time will also be
provided for an open discussion. It is anticipated that some members of the Project Team will not need to
attend the full three days of the charrette.
A P P R O A C H
This section would reference and summarize the background
Task 3.3: Implementation
work that led up to the actual planning process. In particular it
Strategy
would summarize:
• Plan Purpose & Scope
• Project Approach
• Existing Conditions Analysis
• Public Input Results / Goals & Objectives
• Alternative Growth Scenarios
• Preferred Growth Scenario
Although the plan may be comprised of distinct elements by topic, it will recognize the intertwined nature of
the various issues in a holistic and comprehensive manner.
Task 4.0 Trips: One (1) 1-day Trip (draft plan presentation)
Task 4.0 Deliverable: Final Plan document (both Word and PDF versions)
Additional Services
This proposal has taken a conservative approach in providing the City with necessary project components
while keeping the budget at a reasonable level for the City. However, should the City desire, additional
services could be provided. Below is a list of potential services that could occur as part of this comprehensive
planning project or subsequently:
A P P R O A C H
• Additional meetings with City officials and others
• Evaluation of fiscal implications of the plan
• Cost estimates and funding strategies for plan implementation
• Public policy revisions (zoning, subdivision regulations, development standards)
PROJECT SCHEDULE
In accordance with the City’s goal of a tight time-frame for this project, a four-month schedule is proposed,
as follows:
Task Weeks
F E E S
Task 3.0: Preparation of Draft Plan 7-12
For this aggressive schedule to be followed, City officials must be prepared to review draft plan sections
&
and provide feedback to the Project Team in a prompt manner.
S C H E D U L E
One of Lookout Mountain’s
most treasured characteristics
is its natural and rustic feel
- its strong sense of place. Any
future plans for the commu-
nity must prioritize that as-
pect as a key value to protect
and reinforce. P R O J E C T
PROJECT COSTS
It must be emphasized that the proposed budget below is based upon a very specific scope of services and
can be easily adjusted depending upon the City’s available resources and planning needs.
F E E S
Task 1.0: Analysis & Visioning $14,376 $1,050 $15,425
Task 2.0: Charrette & Alt. Growth Scenarios $15,200 $2,000 $17,200
&
TOTAL $51,305 $3,600 $54,905
S C H E D U L E
P R O J E C T