To Be or Not to Be Sustainable

Transcription

1 To Be or Not to Be Sustainable Colorado River Development Sustainable Planning Consortium Feb. 15 and 16, 2008 Conference Highlights

2 The goal is to build a city on the water, instead of one that overlooks the water. -- Keynote Speaker Fred Kent Founder and President The Project for Public Spaces

3 Program 1. Welcome and Opening Comments David Lords, developer, founder of Laughlin Ranch Sustainable Development Council. Laughlin Ranch development. 2. Sustainable Community Development in Northwestern Arizona Kathleen Tackett-Hicks, land development consultant /planner, contractor, government liaison, sustainable development strategist. KTH Construction Development. The Ranch at White Hills and The Mardian Ranch development projects. 3. Sustainable Development Case Study: The City of Tucson Dr. Charles Burke, environmental health specialist, Arizona Department of Environmental Quality. David Schaller, administrator, Office of Conservation and Sustainable Development, Tucson. 4. Sustainable Development Case Study: Coconino County Jack Earhardt, director of planning and economic development, Hualapai Tribe, contractor. Marshall Whitmire, member, Coconino County Sustainable Economic Development Initiative. 5. Food For Thought? Planning Lunch, Colorado River Waterfront Potential, Keynote Preview Melanie DeBo, founder and president, Windy River Institute. 6. Breakout Session: Potential Action Items for Mohave County Sustainable Development 7. Visioning Tools for the Future. Barnabas Kane, landscape architect. Chairman, Colorado River Development Sustainable Planning Consortium. Sustainable Development Case Study: City of Surprise. Gary Graff, asst. director, Solutions Services, Arizona State University Global Institute of Sustainability Decision Theater. 8. Green Building: What is LEED? Matt Ackerman, AIA, architect. Chairman, American Institute of Architects Grand Canyon Chapter Committee on the Environment (COTE) and Yavapai County Sustainable Planning Committee. 9. Panel Discussion and Q&A: Policy Issues for Progress Matt Ackerman, Melanie DeBo, Jack Earhardt, Gary Graff, Barnabas Kane, Fred Kent, David Lords, Kathleen Tackett-Hicks, Marshall Whitmire. 10. Keynote Address: To Be or Not To Be One of the World s Great Waterfronts Fred Kent, founder and president, The Project for Public Spaces. Introduction by Matt. Ackerman.

4 General Sustainability Principles Conserve Natural Resources Protect and enhance the site Enhance energy efficiency Use environmentally responsible materials Create a safe indoor environment Provide for efficient water use Reduce generation of solid waste Create a Healthy Community Evolve Based on the Results Laughlin Ranch Sustainability Initiative Programs Being Implemented Green Building Point system Certification Systems approach High performance Adds value Saves money Commercial Demo Design Center Home Office Research NAU, U of A, and ASU Waste Water Constructed wetlands Living machines Part of open space Enterprise zones City operated Golf Courses Water and Fertilizer Wildlife corridor, Audubon Sanctuary Community Center

5 The Ranch at White Hills and The Mardian Ranch Sustainable Community Development Communities where people thrive in concert with the environment. KTH Construction Development supports sustainable development planning efforts, technological product advancements, sustainable material use, and the overall implementation of sustainable development practices in the construction industry. On-going education is the key to remaining at the top of this emerging, essential field. Implementation of sustainable products which promote and protect our valuable natural resources helps our community, our nation, and the world. Taking the issue even further involves a cradle-tocradle philosophy, which emphasizes a sustainable product from start to finish. This includes the product development processes, through to ultimate disposal and/or recycling of the product. Land planning and construction projects are considered with the ultimate goal of reducing waste, increasing energy efficiency in the processes, and promoting an everlasting sustainable future. It is acknowledged at KTH that these goals are farreaching, yet we continue to make advances. The Ranch at White Hills includes plans for about 25,000 homes across an almost equal amount of acreage. The Mardian Ranch would allow for 11,343 acres of residential units, including 12,040 low-, 16,598 medium- and 3,780 high-density units. The Mardian Ranch includes 1,403 acres to be used for commercial and light industrial purposes. Another 812 acres will be used for parks and 260 acres designated for two golf courses. The plan also includes using effluent water to irrigate the golf course and green belts.

6 Sustainable Development Case Study The City of Tucson City Office of Conservation and Sustainable Development Mission To provide leadership and contribute practical solutions to ensure a prosperous community where people and nature thrive, now and into the future. OCSD delivers policies and programs that integrate efforts related to energy efficiency, renewable resources, waste reduction and recycling, resource conservation, climate change, green building, and smart growth. Tucson has assumed a leadership role in promoting economically, environmentally, and socially sustainable urban living. Smart growth, integrated transportation and land use planning, safe vibrant neighborhoods, city core renewal, water conservation, green building, waste reduction, pollution prevention, and protection of important habitats and ecosystem functions all issues typically associated with urban sustainability are part of day-to-day management at the City of Tucson. Primary Initiatives Green Building Energy Transportation Water Waste Reduction Urban Design Urban Nature

7 Sustainable Development Case Study Coconino County Coconino Sustainable Economic Development Initiative Mission SEDI believes that sustainable economic development is fundamental to building a better future for Coconino County residents. We May Increase Sustainable Economic Opportunities By: Creating and implementing a comprehensive, collaborative, regional sustainable development effort that includes all incorporated and unincorporated communities, the county, Native American communities, state and federal agencies, and the business community. Developing long-term, inclusive funding sources to implement sustainable development strategies. Identifying and empowering a central entity to implement the plan and ensure accountability and plan longevity. Developing and implementing a strong educational process to inform public, private, and nonprofit entities, as well as consumers, about the economic, social, and environmental value of sustainable development to the region. Developing and maintaining an advanced communications network to ensure the widespread dissemination of information and to reduce the size of the planning area. Becoming the center for sustainable policy, serving in a monitoring and advising role for regional activities.

8 Potential Action Items Mohave County Sustainable Development Coconino Sustainable Economic Development Initiative

9 Sustainable Surprise Visioning Tools for the Future City of Surprise Case Study Successful implementation of the Surprise Economic Positioning Framework hinges on identifying strategic areas within the community where the key Place-based Economic Opportunities can develop and grow. Five strategic areas in Surprise emerged with the greatest potential for catalyzing economic growth, all with elements of sustainability. Sustainability Innovation Team Undertake implementation of the Sustainable Surprise initiative in partnership with the ASU Global Institute of Sustainability; identify opportunities for implementing sustainability demonstration projects in Surprise and strengthening educational connections with ASU as well as establish partnerships with key research, non-profit and private corporations involved in the development of sustainable building materials and infrastructure systems. Determine the feasibility of and a building program for an Innovation Center and Sustainability Demonstration Pavilion within the Innovation and Research Park at Surprise Center and work with the Medical/Biomedical Team to identify a location for same. Develop a program to identify and recruit; retired and active researchers, engineers and similar highly skilled and educated individuals; potential venture capitalists, investors and other new business finance providers; and entrepreneurs and small businesses interested in sustainable development. As the Sustainable Surprise initiative is advanced, establish Sustainability sub-groups to focus on particular issues, such as energy, water, urban design and buildings, and education.

10 Visioning Tools for the Future Arizona State University Decision Theater Virtual Planning The Decision Theater connects the research and science of ASU with the needs of the community. Much of the Decision Theater s efforts are devoted to helping policy makers and others explore issues affecting Arizona. Ultimately, the goal is to create a network of Decision Theaters all collaborating on issues of mutual interest, particularly those related to sustainability. Inside the Theater Interactive 3D immersive environment built with cutting edge graphics technologies. The core component, called the Drum, is a 260-degree faceted screen that can display panoramic computer graphics or 3D video content. Accommodates up to 25 people and includes tools for collecting participant input and interaction. This advanced environment enables individuals to see a detailed 3D representation of the consequences of behavior, decisions and policy in order to examine potential future scenarios in new and exciting ways. Part of The Global Institute of Sustainability Mission The Institute catalyzes and advances interdisciplinary research and education on environmental, economic, and social sustainability, bringing together life scientists, social scientists, engineers, and government and industry leaders to share knowledge and develop solutions to real-world problems.

11 Leadership in Energy and Environmental Design Green Building What is LEED? The nationally accepted benchmark for the design, construction, and operation of high-performance, green buildings. LEED gives building owners and operators the tools they need to measurably impact and improve their buildings performance. LEED promotes an integrated, systems-oriented approach to high-performance design and construction.

12 Green Building What is LEED? Rating Programs LEED-NC (New Construction) LEED-EB (Existing Buildings) LEED-CI (Commercial Interiors) LEED-CS (Core & Shell) LEED-H (Homes) LEED-S (Schools) Rating System Categories Sustainable Sites Water Efficiency Energy & Atmosphere Materials & Resources Indoor Environmental Quality Innovation in Design Process LEED-ND (Neighborhood Development) Rating Levels Certified Silver Gold Platinum pts pts pts pts. 69 Total Points Possible

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15 Green Building Who s Building LEED? Commitments to LEED 100 Cities and Counties Nationwide 33 School Districts 25 State Mandates 12 Federal Agencies Arizona Commits to LEED State of Arizona - LEED Certification Mandate City of Scottsdale - LEED Gold Ordinance City of Phoenix - LEED Rating System Guidelines City of Tucson - LEED Silver Resolution City of Buckeye LEED SIlver Hospitals Universities Governments (Federal, State, County, Local) School Districts Corporations Private Home Owners 25 Certified Projects 2 Platinum, 10 Gold, 4 Silver, 10 Basic 124 Projects Registered First Platinum: ASU BioDesign Research Center First Tri-City LEED Building: Yavapai College Agri-Business Center First LEED Building in Prescott: Highlands Center for Natural History, LEED Gold

16 Highlands Center For Natural History C ATALYST ARCHITECTURE, LLC Prescott s First LEED Certified Building First LEED-Gold in Yavapai County

17 Highlands Center For Natural History C ATALYST ARCHITECTURE, LLC Prescott s First LEED Certified Building First LEED-Gold in Yavapai County

18 Green Building Highlands Center for Natural History C ATALYST ARCHITECTURE, LLC

19 Placemaking Introduction Placemaking is the process by which people transform the locations they inhabit into the places they live. PLACEMAKING EXPERIENCE George s Dock: Dublin, Ireland Westwood Village: Westwood, CA Bullhead City Waterfront: Bullhead City, AZ

20 Placemaking George s Dock, Dublin

21 Placemaking George s Dock, Dublin DESIGN VALUES: Pedestrian Focused Human Scaled Mixed-Use Connection to Water

22 Placemaking Westwood Village, California

23 Placemaking Westwood Village, California Ben Thompson & Assoc. DESIGN VALUES Pedestrian Focused Human Scaled Mixed-Use Streets for People

24 Placemaking Bullhead City Waterfront DESIGN VALUES: Pedestrian Focused Human Scaled Mixed-Use Extends into Water Diversity of Scales Public Spaces Diverse Activities Flexible Uses

25 Placemaking Bullhead City Waterfront

26 Placemaking Design Commonalities Human (rather than Auto) Focused Development Safe, Pedestrian-Friendly, Walkable Spaces & Places Mixed-Use Development Essential to Vitality and Life Higher-Densities Critical to Support Pedestrian Use & Transit Options Attention to Human-Scaled Design Elements Places to Sit and Eat (& Drink) Are Important Buildings Function as Support & Backdrop to Human Activity Connections to Surrounding Neighborhoods Vital Incorporation of Diverse Activities & Experiences Integration of Alternate Transit Options

27 Placemaking Eco-Logical by Design Pedestrian Oriented Development = Reduced Auto Use Less Highway & Roadway Infrastructure Required Less Roadway Infrastructure Maintenance Required Higher Densities Save Land, Reduce Sprawl Requires Less Utilities Infrastructure (Water, Sewer, Electrical) Reduced Utility Infrastructure Maintenance Cost Less Overall Fossil Fuel Use = Less Environmental Pollution Healthier Environment for People, Plants, & Animals

28 Placemaking How Do We Start? Identify Stakeholders (ADOT, Corps of Eng., Developers, Citizen Groups, City, County ) Establish Public Participation Process (Identify Champions) Define Your Goals (What Do You Want?) Create Shared Values (How Do You Want It?) Develop Your Placemaking Program (PPS s The Power of 10 ) Select Design Team (Preferably With Placemaking Experience & Philosophy) Envision The Future (Design Visioning Process) Identify Action Sub-Committees Begin By BEGINNING!! Take Some (ANY!!) Action

29 Keynote To Be or Not To Be One of the World s Great Waterfronts Fred Kent and The Project for Public Spaces Approach to Waterfronts Waterfronts may become vibrant public places and symbols of the cities where they are located by changing how they are used and managed. Waterfronts should not be passive places. They should channel a dynamic combination of activities for people of all ages, drawing a diverse population into an active, inclusive space. Waterfronts shouldn t be viewed as liabilities but as opportunities to re-envision public space. Layer activities into a vision for improvement that is "greater than the sum of its uses." Re-integrate waterfronts into surrounding neighborhoods. Make physical/infrastructure improvements. Engage a wide range of partners and develop collaborative public-private relationships. By extending activities and design elements inland and inviting collaboration among public, private, and community organizations, the waterfront builds the local economy and has impacts more far reaching than otherwise possible.

30 Bullhead City, with its miles of river and proximity to casinos, has 'enormous potential' to become a vibrant town on the water. But its biggest problem is transportation and lack of connection to Laughlin, Kent said. -- Mohave Daily News, Feb. 22, 2008

31 Keynote To Be or Not To Be One of the World s Great Waterfronts 13 Key Steps for Creating Great Waterfronts 1. Make public goals the primary objective The best solutions for waterfronts put public goals first, not short-term financial expediency. The waterfront is an inherently public asset. 2. Create a shared community vision for the waterfront Follow a citizen-led vision process to outline goals and set the stage for people to think boldly, make breakthroughs and achieve new possibilities for their waterfront. Does not lock a project into a prescribed solution, but is adaptable and can be implemented gradually. 3. Create multiple destinations: The Power of 10 Creating 10 great waterfront destinations, rather than open space or parks, enables community stakeholders to define diverse, layered uses and activities, ensuring no single use dominates. 4. Connect the destinations A successful waterfront connects a wide variety of activity-driven destinations through continuity, allowing each to strengthen the others. Creating connections entails mixing uses such as housing, parks, entertainment and retail, and partners such as public institutions and local business owners. It entices people to the waterfront on foot or bike, rather than relying on the car. 5. Optimize public access Waterfronts with continuous public access are much more desirable than those where the public space is interrupted, even in small stretches. Access lets people interact with the water in many ways, swimming, fishing, dining or picnicking dockside, boarding boats or feeding ducks.

32 Keynote To Be or Not To Be One of the World s Great Waterfronts 13 Key Steps for Creating Great Waterfronts 6. Ensure that new development fits the community's vision Private development is necessary for a healthy waterfront, but waterfronts are too valuable to allow developers simply to dictate growth and change. When the public's vision comes first, new development is tailored to shared goals and expectations. Development should never interfere with pedestrian connections, so parking lots and auto-oriented development are out of the question. 7. Encourage 24-hour activity by limiting residential development Great waterfronts are not dominated by residential development. Why? Because these places are full of people day and night. They are the sites of festivals, markets, fireworks displays, concerts and other highenergy gatherings. A high concentration of residential development limits the diversity of waterfront use and creates constituencies invested in preventing 24-hour activity from flourishing. 8. Use parks to connect destinations, not as destinations unto themselves Use parks as connective tissue between major destinations. Passive open space puts a damper on the inherent vibrancy of waterfronts, evident in cities such as New York, Vancouver, and Toronto, which have relied too heavily on greening waterfronts without mixing uses that draw people. 9. Design and program buildings to engage the public space Any waterfront building should add to the activity of the public spaces around it, ideally a combination of commercial and public uses. Towers are noticeably out of place along rivers, lakes and oceanfronts. They tend to be residential buildings with private, ground-floor activity and create physical and psychological walls between the waterfront and neighborhoods.

33 Keynote To Be or Not To Be One of the World s Great Waterfronts 13 Key Steps for Creating Great Waterfronts 10. Support multiple modes of transportation and limit vehicular access Waterfronts are dramatically enhanced when they can be accessed by means other than private vehicles. Walking and biking are an important part of the transportation mix. Unimpeded by cars or parking lots, people are more at ease and the full breadth of waterfront activity can flourish. 11. Integrate seasonal activities into each destination Rain or heat is no reason for a waterfront to sit empty. Waterfronts that can thrive year-round will reap the benefits of greater economic activity and higher public attendance. Waterfront programming should consider seasonal activities and amenities provide protection from inclement weather. 12. Make stand-alone, iconic buildings serve multiple functions An iconic structure can be a boon to the waterfront, so long as it acts as a multi-use destination. Buildings should be more than one-dimensional icons. They must also be good neighbors with a strong sense of place, flexibility and public-spirited presence. 13. Manage, manage, manage Ongoing management is essential to maintain waterfronts and sustain a diverse variety of activities throughout the year. Like downtown Business Improvement Districts, a waterfront organization may forge partnerships so programming reflects the community and gives the place unique character.

34 Keynote To Be or Not To Be One of the World s Great Waterfronts Where Waterfronts Go Wrong: Potential Pitfalls Mistake 1: Single-Use Developments, Not Multi-Purpose Destinations Predictably, waterfront planning that stresses big, stand-alone projects results in isolated, single-use (not to mention expensive) development. Any time a single use dominates an area, other activities are squeezed out. Mistake 2: Domination by Autos The waterfront should be one of the main destinations in the city, not a place to pass through in a car. Yet many cities, including New York, Seattle, Barcelona and Paris, have greatly hindered access to their waterfronts by capitulating to the auto. Raised freeways, wide roads, and parking lots dominate waterfront views and cut people off from what should be a wonderful public asset. Mistake 3: Too Much Passive Space or Too Much Recreation When a waterfront is limited to natural areas, often seen as a healthy contrast to the city, the place loses the vibrant qualities that draw people to the water. Recreational activities that use up a large amount of space, like playing fields, are especially difficult to integrate into a waterfront if you want a lively setting at different hours and seasons. Passive areas for people to sit or stroll are successful when they connect to destinations where more activities are available, forming a diverse whole.

35 Keynote To Be or Not To Be One of the World s Great Waterfronts Where Waterfronts Go Wrong: Potential Pitfalls Mistake 4: Private Control, not Public Access The privatization of waterfronts comes in many forms, including high-end commercial developments and luxury housing such as condos that yield a limited return for the broader public. There are less obvious ways to commandeer waterfronts. Fences, no crosswalks, poorly-marked entrances, walkways that terminate at private property all serve to make waterfronts less public and more private. Mistake 5: Lack of Destinations Even well designed and maintained waterfronts with excellent access may not fulfill their potential as gathering places. If there are no special places that draw people, the intrinsic vibrancy of the waterfront gets squandered. Creating popular destinations doesn't mean relying on big projects but rather layering smaller attractions that work together. Combined the right way, a boat dock, restaurant and playground can build off each other and enliven a waterfront more than any single use ever could. Mistake 6: A Process Driven by Development, Not by Community When the goals of a development corporation are the primary objective, public goals and public process often get left behind. Development is a necessary component of the process, but not the only point. It should fit within the community's vision, not override it. Mistake 7: Design Statements, Not Active Spaces Many waterfronts have become the site of buildings that stand only as design statements, neither fostering lively public use nor connecting their activity to surrounding public spaces. Waterfront projects should support and encourage public activity along the entire waterfront and contribute to sense of place.

36 Keynote To Be or Not To Be One of the World s Great Waterfronts Placemaking Placemaking IS: Community-driven Visionary Function before form Adaptable Inclusive Focused on creating destinations Flexible Culturally aware Ever changing Multi-disciplinary Transformative Context-sensitive Inspiring Collaborative Sociable Placemaking ISN'T: Imposed from above Reactive Design-driven A blanket solution Exclusionary Monolithic development Overly accommodating of the car One-size-fits-all Homogenous Short-term Static Discipline-driven Gentrification Privatization One-dimensional Dependent on regulatory controls A cost/benefit analysis Project-focused A quick fix

37 Visioning Tools for the Future Placemaker: The Wave A Conceptual Design for Bullhead City s Riverfront T. Barnabas Kane, Landscape Architect Founder and principal, T. Barnabas Kane & Associates, Prescott. More than 20 years experience with mixed-use commercial design and site planning, sustainability. Member, Contributing member, American Society of Landscape Architects Sustainable Design and Development Network s Sustainable Sites Initiative. Chairman, Governing Board of The Ecosa Institute. Working with Windy River Institute since 2004.

38 Visioning Tools for the Future Placemaker: The Wave Mixed-Use Local merchants and event vendors Exposition and conference facilities Public arts, education, entertainment space Pedestrian Friendly Active Footbridges to Laughlin Street scene Destination after destination Residents connect with neighbors and businesses Locals connect with tourists and other visitors Community in touch with its river Community gardens Adjacent development (Catalyst Architecture s Old Bullhead) Trade shows and special events

39 Visioning Tools for the Future Placemaker: The Wave Focus on community Active, public, mixed-use space Multiple destinations Fosters private-public partnerships Connects destinations Maximizes pedestrian and bicycle access De-emphasizes automobiles Meets both public and private goals Year-round, night and day activity Activates adjacent neighborhoods Icon that functions as a destination Year-round riverfront programming

40 Visioning Tools for the Future The Wave: Site Fronts Colorado River. Approximately 150 acres Located in Bullhead City limits Owned by State of Arizona Faces Laughlin casinos. South of Heritage Park wetland. Total 2007 Bullhead City/Laughlin visitor volume was nearly 3.1 million. Traffic count for US 95 between 7 th St. and Hwy 68 was 32,600 in Air traffic at Laughlin/Bullhead City International Airport increased 24.9 percent in 2007 to 228,133 passengers percent of respondents in a Feb Mohave County Airport Authority survey said they d use regular air carrier service if added to the airport. Boat ramp currently leased to Riverside Casino, Laughlin. Parking lots currently leased to casinos. Parcel numbers APN (67.76 acres) and APN (29.56 acres)

41 Visioning Tools for the Future The Wave: State Trust Land State Trust lands are not public lands, but are the subject of a public trust created to support education. The trust accomplishes this in a number of ways, including land sale and lease for grazing, agriculture, municipal, school site, residential, commercial and open space purposes. Process for bringing a sale or lease of State Trust Land to auction 1. Application. The department prioritizes land sales and long-term leasing according to its Five Year Plan, developed to further its mission to manage Trust lands to optimize revenue production while achieving resource sustainability. 2. Sales and Commercial Leasing Section pre-screening for: consistency with the Department s Five Year Plan; proposed transaction s costs and gains to the Trust; long-term resource commitments and effects on future uses of the land and adjacent Trust land (i.e., improvements); short term and long term benefits to the Trust and beneficiaries (selling or leasing decisions cannot accommodate or subsidize the transaction no matter how meritorious, at the expense of the Trust); agency/staff work load; commitments and efficiency; other factors unique to the proposed transaction. 3. Real Estate Division elects to: review application with applicant for additional information; request applicant withdraw application; recommend denial; process application to next level. 4. Sales and Commercial Leasing Section determines due diligence. 5. Parcel is appraised and a rent schedule is formulated for a lease. 6. Transaction submitted to the State Board of Land Appeals for approval. 7. Upon approval, legal advertising notice prepared and published. 8. At the end of 10-week advertising period, auction is held.

42 Visioning Tools for the Future The Wave: Concept Creating energy, revenue, and excitement in Bullhead City 97-acre, mixed-use project 400 by 3,200 feet nearly 1.3 million square feet 800,000 sq. ft. of photovoltaic roof panels to generate average 8.3 million watts Open structure framing gradually rises to 175 feet Designed to integrate with ecology, architecture, city and county planning Year-round space attractive to local merchants, professionals, and organizations Convention and conference space Integrated transportation Active and activating: adjacent areas benefit

43 Visioning Tools for the Future The Wave: Concept

44 Visioning Tools for the Future The Wave: Influences Regional Cliff Dwellings Mesa Verde Grand Canyon Montezuma s Castle Grapevine Canyon

45 Visioning Tools for the Future The Wave: Precendents 1893 World s Colombian Exposition, Chicago Syracuse Carousel Center Mall, Florida Paul Klee Zentrum, Bern, Switzerland Toronto waterfront

46 Visioning Tools for the Future The Wave: Bullhead City Cultural Influences Natural river features History and culture Water recreation Laughlin development

47 Visioning Tools for the Future The Wave: Response to Surroundings Bullhead City A striking Arizona Entry Low landform piece of architecture provides unique community landmark Creates substantial icon on the river Antithesis of Laughlin towers Laughlin Monolithic structures with no relationship to anything in surroundings Creates wall between neighborhoods and riverfront

48 Visioning Tools for the Future The Wave: Response to Environment Protects and builds on value of natural resources Low-impact Invites interaction Integrates with Colorado River Heritage Greenway trails and natural areas An icon physically integrated with the river and its landforms Key to developing a destination waterfront Theme could be repeated along river Generates energy from the sun

49 Visioning Tools for the Future The Wave: Response to Environment Energy Generator 800,000 square feet of photovoltaic panels Generates 8.3 million watts at peak output (average 208 watts per 20 sq. ft.) Energy partners such as Laughlin casinos Climate Controller Absorbs solar energy and reflects heat Maximizes air flow Provides 100 to 66 percent of shade to cool air 5 to 10 degrees depending on season

50 Visioning Tools for the Future The Wave: Integrated Landscape Rehabitation by Design Mitigates site disturbance Starts with careful consideration of site ecology Integrates structures, human needs, natural world Forefront of Sustainability Planted grove of drought-tolerant trees and shrubs Planted bioswales divert runoff pollution from river Desert demonstration projects Solar energy demonstration projects Hydroponic walls Community gardens and other food production Drainage treatment Rainwater Harvesting Active rainwater catchment Captures and directs stormwater run-off May be integrated with landscape to supplement irrigation and manage runoff into river Living bio-wall

51 Transportation Highway 95, Kent s horrible street with no personality given boulevard treatment Highway becomes striking Arizona Entry Sky tram connects The Wave, airport, casinos Pedestrian and bike access emphasized Connections with existing trails Off-site parking Visioning Tools for the Future The Wave: Connections Old Bullhead extension People mover to airport Laughlin Connections Sky tram Water ferries Pedestrian footbridges over river

52 Visioning Tools for the Future The Wave: 3D Renderings