A ULI Advisory Services Technical Assistance Panel Report huntington healthy community SEPTEMBER 2015 ULI Mission Statement At the Urban Land Institute, our mission is to provide leadership in the responsible use of land and in creating and sustaining thriving communities worldwide. ULI Los Angeles, a district council of the Urban Land Institute, carries forth that mission as the preeminent regional real estate organization providing inclusive and trusted leadership influencing public policy and practice.

About the ULI Los Angeles Technical Assistance Panels In keeping with the Urban Land Institute mission, Technical Assistance Panels are convened to provide pro-bono planning and development assistance to public officials and local stakeholders of communities and nonprofit organizations who have requested assistance in addressing their land use challenges.

A group of diverse professionals representing the full spectrum of land use and real estate disciplines typically spend one day visiting and analyzing the built environments, identifying specific planning and development issues, and formulating realistic and actionable recommendations to move initiatives forward in a fashion consistent with the applicant’s goals and objectives.

Panel Members and staff

TAP Client Chris Roche Huntington Memorial Hospital Trust Acquisitions and Development, Landmark Panel Chair Evangelique Zhao Jeff Lambert Architect/Urban Designer, Gensler Community Development Director, City of Ventura

Panelists ULI Los Angeles Project Staff Ronald Altoon Gail Goldberg, FAICP President & CEO, Altoon Strategic Executive Director

Wes Bassett Jonathan Nettler, AICP Designer, SOM Director

Lee Brennan Emma C. Lalley Principal, Cunningham Group Associate

Clare De Briere Report Editor Executive Vice President and Chief Operating Officer, Molly Strauss The Ratkovich Company Editor, The Planning Report

Cecilia Estolano Photographer Co-Founder, Estolano LeSar Perez Advisors John Dlugolecki

Cal Hollis Report Designer Managing Executive Officer, Countywide Planning and Stephen Sampson Development, L.A. Metro

Dianne Philibosian Director, Institute for Community Health and Wellbeing, California State University Northridge

ii huntington HEALTHY COMMUNITY Technical Assistance Panel Contents

Executive Summary...... 2 ULI’s TAP Advisory Panels...... 5 HMH and South Fair Oaks...... 6 Defining Healthy Communities...... 10 Observations/Findings...... 13 Physical and Design Improvements ...... 16 Implementation ...... 20 Conclusion...... 25 Acknowledgements...... 26 Panel Member Biographies...... 27

1 Executive Summary

Assignment and Process The area of interest—situated within the South Fair Oaks With changes in the healthcare industry altering service Specific Plan area—is one of the major employment centers delivery at Huntington Memorial Hospital (HMH) in the City in Pasadena. Medical facilities have dominated the area, of Pasadena, property outside of its central campus is now along with Art Center College of Design’s new South Campus. available for uses other than medical treatment. The Collis P. Out of a desire to preserve the district’s commercial and and Howard Huntington Memorial Hospital Trust, which owns industrial nature, housing is currently not allowed there. Retail and controls a portion of that land, has expressed interest in offerings are sparse surrounding HMH. using its holdings to contribute toward a “healthy community” Panelists tour the study The area of interest will soon see changes to its zoning code area to address the adjacent to HMH. At the same time, the Trust wishes to goals of developing the maximize the value of its property, since its primary purpose as the City of Pasadena updates its General Plan and the “Huntington Healthy Community”. is to financially support HMH’s mission. Specific Plan governing land use there. Both major institutions in the area—HMH and Art Center—are undergoing master planning processes for their facilities at this time. The ongoing build-out of Los Angeles County’s rail infrastructure is also touching the area at as Metro’s Gold Line extends eastward, making the hospital and district more accessible by transit. Significant investment by Art Center and private investors is accelerating. This confluence of factors creates a privileged moment when a coordinated transformation of the area could occur.

In the context of these transitions, the Trust has asked the Urban Land Institute’s Los Angeles District Council to make a preliminary study of findings and recommendations that could guide the creation of a healthy neighborhood adjacent to HMH. ULI has used a modified Technical Assistance Panel (TAP) model for this report, meeting over a two-day period instead of the customary one-day format, with a focus on potential uses for the Trust’s holdings, specific land-use and policy suggestions, and a compelling vision for the district as a whole. Finally, the TAP provides a roadmap forward for HMH and the Trust to initiate the creation of a healthy neighborhood in the near-term.

2 huntington HEALTHY COMMUNITY Technical Assistance Panel Key Questions Major Conclusions The panel was asked to consider the following questions 1. Current circumstances have created an opportunity: The during its study: Trust’s off-campus properties can achieve two separate goals concurrently. They could be utilized for both financial 1. What are the main goals of a “Huntington Healthy gain and for community benefit, consistent with the HMH District”? mission. Rather than being mutually exclusive, pursuing these 2. How do HMH and the Sponsor currently contribute objectives simultaneously actually reinforces both, allowing to a healthy district? What is the City of Pasadena’s the Trust to meet a broad mission that includes acting as a contribution? responsible fiduciary agent for the hospital and increasing health outcomes in the adjacent community, within which the 3. What land uses contribute to a healthy hospital operates. neighborhood? Describe the positive and negative influence of these land uses in relation to the goals of 2. Seeking to create a wellness community, HMH and the a healthy district. Trust can set a precedent for meaningful collaboration with 4. Which major parcels in the district are suitable for partners, including the City of Pasadena, Art Center, Metro, The Trust’s off-campus properties can achieve redevelopment per the City of Pasadena, HMH, and and private stakeholders. Strengthening these relationships two separate goals the Sponsor? What are the roles of Art Center and concurrently- both is desperately needed while stakeholders have an opportunity for financial gain and others? What are the likely development directions to align. community benefit. for these properties in the context of a healthy district? 5. What are the likely development directions for Sponsor and HMH owned properties in the context of a healthy district? 6. What connective “linkages,” such as walkways and bicycle lanes, should be considered to promote the healthy district goals? 7. Given HMH’s goal of being a catalyst for a healthy neighborhood, what is a “road map” for creating the planning and implementation for this goal?

3 3. The area of interest currently suffers from poor east-west 6. To facilitate this process, the TAP recommends linkages, which impedes rail accessibility. Enhancements to establishing a Business Improvement District (BID) and improve pedestrian and biking opportunities, as well as an creating a Health, Education, Arts, Research, and Technology emphasis on mixed-use development, would energize the (HEART) overlay zone. streets and make healthy modes of transportation both easier and safer. Moving forward, the Trust must determine whether to adopt a passive or active role in creating a healthy community. If, 4. While maintaining a focus on jobs in this area is as recommended by the TAP, the Trust chooses to lead the essential—with an emphasis on innovation—workforce, effort, it can proceed by: student, and senior housing should be strategically • assembling its own project team incorporated. Medical uses can continue to cluster directly • organizing stakeholders into a collaborative group

The panel’s key findings adjacent to the hospital. • forging a consensus among participants include land use concepts • establishing the BID to improve pedestrian and biking opportunities, 5. Providing creative programming across institutions and • fostering collaborations among stakeholders separate including strong east exploring opportunities to share facilities can generate a from real estate west connections, energizing the street and culture of collaboration among property owners in the area, • leading efforts to engage the community making healthy modes of necessary for realizing their united vision for wellness. • driving the specific planning process transportation both easier and safer • calling for creation of the HEART overlay zone.

4 huntington HEALTHY COMMUNITY Technical Assistance Panel ULI’S TECHNICAL ADVISORY PANELS

Tap Process Tap Panel of Experts Prior to the Technical Assistance Panel, ULI staff consulted ULI convened a panel of professionals representing a variety with an advisor to Huntington Memorial Hospital and the of disciplines connected to land use and health, such as: Trust to determine the scope of the panel assignment. ULI architecture and design, real estate development, economic selected panel members with practiced and professional skills analysis, transportation, and wellness/healthcare-specific that address the stated objectives for the TAP as provided by land-use. ULI selected panel members with the intent to HMH and the Trust. Panel members reviewed background collect a robust array of professional expertise relevant materials prepared by HMH and the Trust prior to the TAP. to HMH and the Trust’s objectives for the study. ULI also selected panel members with a working knowledge in the The TAP process is usually a day-long event, but given sectors of the real estate market and the design typologies The panel reviews their recommendations in HMH and the Trust’s desire for a thorough study of the common in the study area. All panel members volunteered the context of the key opportunities and challenges inherent in developing a healthy to participate in the panel process and did not receive questions posed by Huntington Memorial neighborhood surrounding HMH, this TAP lasted for a day and compensation for their work. Hospital and Trust. a half. On the first day, panel members toured the area with an HMH representative and later met with key stakeholders. (Out of exceptional commitment to the process, certain panel members arrived a half-day early to conduct their own extensive tour of the area.) On the second day, panelists worked through an intensive analysis in a range of disciplines on the specified issues before presenting their findings to select stakeholders and program sponsors.

5 HMH and SOUTH FAIR OAKS

Area Description Huntington Memorial Hospital (HMH) is located near the South Fair Oaks is one of the major employment areas in southern entrance to the City of Pasadena, within the South Pasadena. Its land uses are governed by the 1998 South Fair Fair Oaks area near the termination of the Historic Arroyo Oaks Specific Plan, which aimed to create a clean industrial Seco Parkway/110 Freeway. HMH’s hospital and medical district there. The plan promoted a “specific economic vision”: services complex is situated on a 35-acre campus. “biomedical and technology-based including but not limited to computer software, digital imaging and digital sound.” The City of Pasadena, well known as a cultural, retail, The plan emphasized retention and enhancement of local and residential center, encompasses 23 square miles businesses within “the nation’s leading growth industries,” with a population of about 137,000. Residents within five though it also noted a desire for “community serving retail.” miles of the city have an average household income near $100,000. The consumer base is largely well-educated Since 1998, acute medical, outpatient medical, and medical The Huntington Memorial and sophisticated, with interests in arts and luxury products. support facilities have dominated the area, along with Art Hospital Trust owns and However, areas of concentrated poverty exist in the city, Center College of Design’s South Campus, established in controls five acres of land beyond the hospital’s and one of the primary goals of Pasadena’s Economic 2004. However, retail has largely not located there. The campus that may be Development Strategic Plan is to support investment in the commercial and industrial nature of the 1998 Specific Plan suitable for development. These parcels are located community that creates new jobs. Pasadena is currently does not allow housing of any kind to be constructed. directly to the east of the hospital campus. home to over 110,000 jobs across a breadth of industries.

W CALIFORNIA BOULEVARD

S FAIR OAKS AVENUE

S RAYMOND AVENUE

6 huntington HEALTHY COMMUNITY Technical Assistance Panel Context and Background Within South Fair Oaks, the Trust owns and controls five HMH has more than a century-long history of delivering high- acres of land beyond HMH’s campus that may be suitable for caliber medical services to the residents of Pasadena and the development. These parcels are located directly to the east of as a whole. the hospital campus. HMH is a not-for-profit institution with 625 beds and the The Los Angeles County Metropolitan Transportation Authority only Level II trauma center in the San Gabriel Valley. Its 800 (Metro) operates its Gold Line Fillmore Station to the east doctors and 3,000 employees are particularly renowned for of HMH, a short walk from the main campus. However the neurosciences, cardiovascular services, and cancer care. relatively low rate of public-transportation use by HMH faculty HMH is an active teaching hospital with graduate medical and staff (reported by HMH leadership to be less than 5 education programs in internal medicine and general surgery. percent) suggests underutilization of this asset. The hospital treats more than 60,000 patients seeking emergency care each year. For the purposes of this TAP, the panel has focused on the area between the base of HMH’s campus to the west, The hospital’s mission is to “excel at the delivery of healthcare Fillmore Station and the rail right of way to the east, California to our community” and its core values are “respect,” Boulevard to the north, and Glenarm Street and the Old “integrity,” “stewardship,” and “excellence.” Pasadena power plant to the south. This “area of interest” includes the Trust’s adjacent off-campus holdings. It directly Dramatic transformation is occurring in healthcare delivery abuts HMH and includes much of Art Center’s campus— across the nation, due in large part to structural changes therefore encompassing the two major property owners in resulting from the Affordable Care Act. Passed in 2010 and the neighborhood. It also represents the zone best served by upheld by the US Supreme Court, the two pieces of legislation The main pedestrian connection between public transportation. making up the Act expand insurance coverage for Americans the Metro station and and emphasize preventative medicine, along with many other HMH’s campus along Fillmore Street could be Other current uses in the area of interest include: a historic impacts. strengthened. plant nursery, a limited selection of coffee shops and primarily fast-food restaurants, public storage, parking; a city-owned float manufacturing facility, and a resale shop. Unlike much of the rest of affluent Pasadena, this section currently suffers from littering and debris.

Residential uses border the area of interest to the west and southwest.

7 light rail. The Specific Plan expressed an intention to integrate land use and transportation programs with the station site. However, given that it was adopted before Los Angeles’ current public transportation renaissance—with five rail lines currently under construction, a bond measure in place to fund expansion of this infrastructure through 2035, and a second bond measure proposed for the 2016 election—best- practices regarding connectivity were not realized at Fillmore Station. Today, the Gold Line stretches from the Atlantic Station in East Los Angeles through Downtown Los Angeles and east again to Sierra Madre Villa in Pasadena.

Metro’s Gold Line Foothill Extension to Azusa will be operational in Spring 2016. Stations to open are: Arcadia The City of Pasadena Under the Act, healthcare delivery is increasingly driven by Station, , Duarte/City of Hope Station, is currently amending its General Plan and physician performance, patient outcomes, chronic population , , and APU/Citrus subsequent specific management, and results. HMH is responding accordingly. College Station. Eventually, the line is planned to reach plans and presents an opportunity to refine Montclair. or even re-think the With these rapid shifts occurring, HMH has redefined its character of the area and the best uses for land. core services and is focusing on the “continuum of care” Beyond that, Pasadena’s bikeshare program is slated to arrive and “value over volume.” The hospital is slowing the growth in 2018, with 34 proposed hubs in the city. The Fillmore of its acute care services, instead shifting toward outpatient Station Metro stop is expected to become one of the hubs. specialty care, post-acute care, primary care, and chronic … care. Clustered, co-located services are now desired. The City of Pasadena is currently amending its General Plan, … with adoption expected later this year. The Draft General Plan The South Fair Oaks district, as well as the City of Pasadena marks a policy shift for South Fair Oaks by acknowledging and Los Angeles County as a whole, has undergone the need for, and encouraging an increase in, housing. significant changes since the Specific Plan for the area was Once the General Plan is complete, the City of Pasadena will first created in 1998. then produce a new South Fair Oaks Specific Plan, which will contain zoning and design guideline changes. This new The City of Pasadena has experienced revitalization in the last specific plan presents an opportunity to refine or even re-think 30 years, as it invested in Old Town Pasadena and adjacent the character of the area and the best uses for land. retail districts, sometimes relying on Business Improvement Districts to direct local business tax dollars back into the The vision for South Fair Oaks articulated by the City of areas where those businesses are located. The subject area Pasadena in the General Plan Draft “capitalizes on the of interest has not seen a level of revitalization comparable presence of [existing] uses, focusing development adjoining with that experienced in other parts of Pasadena. the Fillmore Metro Gold Line station; introducing housing for seniors, students, or employees of the major institutions; and When the Specific Plan was created, Metro’s Gold Line was converting underutilized industrial areas for new businesses not yet in existence. Fillmore Station, now a stop on that line, and job-generating uses leveraged by the medical and had only been identified as a stop on the proposed Blue Line creative office uses.”

8 huntington HEALTHY COMMUNITY Technical Assistance Panel Relevant elements of the proposed specific plan update HMH, in concert with Community Partners, began a project include: in January 2015 to outline a district plan, which would inform • higher-density mixed-use developments adjoining the the future of its property holdings as they contribute to HMH’s transit station, incorporating retail, office, and multi- vision and goals and to the broader community. family housing—the “Fillmore Transit Village” • additional amenities to improve safety and quality of During that process, HMH and Community Partners polled life stakeholders and consultants to determine the most attractive TOP: Art Center College of Design is in the midst of a • extensive landscaping and improvement of uses for the area. The results of this analysis concluded that master planning process sidewalks/streets to improve pedestrian activity and the most attractive uses with the highest land value were: for their campus. BOTTOM: Distinctive connectivity apartments and condominiums, groceries, family housing, features in the area, such • new urban parks parking, pharmacies, medical offices, independent senior as the Glenarm Power Plant, can be transformed • space for startups, creative office, and flex space living, congregate care, and assisted living. into assets. … At the same time, Art Center College of Design is in the midst of a master planning process. Art Center is a world-class design school particularly renowned for automobile, graphic and product design. Its Academic Master Facilities Plan is designed by architect Michael Maltzan.

Elements of the Master Plan that are relevant to broader community planning include: • Student/staff housing: Phase 1 includes one building with 320-500 beds. Phase 2 includes an additional building with up to 500 more beds, and may also contain a mix of amenities and academic space. • A ground-floor bike repair shop open to the community. • An elevated quad south of the Gold Line Fillmore Station, which will descend to the street.

Several major private property holdings providing space for medical research, senior housing, and future development were also considered in the TAP study. One significant example is Huntington Medical Research Institutes (HMRI), a biomedical research organization located in the area that “improves health and prolongs lives by conducting biomedical research and developing and applying new technology for prevention, diagnosis and treatment of diseases.” …

9 DEFINING HEALTHY COMMUNITIES

Consensus is forming among experts in both the land-use This TAP provided a comprehensive definition of communities and medical fields that “the built environment is part of the that engender wellness: health problem.” At the same time, it is also “part of the solution.” Medical centers are increasingly aiming to improve 1. Puts People First their neighborhoods as a means for improving public health. Cities have long been designed to accommodate automobile Meanwhile, urban planners, developers and architects are traffic. However, reliance on this mode of transportation beginning to craft the built environment to consider the health can contribute to obesity, hypertension, diabetes, and other of residents. This TAP sits at the confluence of these two chronic diseases—as well as causing harmful air pollution. complimentary professional endeavors. Physical environments should therefore encourage walking, Today, nearly two-thirds of deaths across the globe are the biking, and other forms of active transportation. Individuals result of chronic or “lifestyle” diseases—with 52 million are more likely to be active in a community designed around deaths per year attributable to these ailments expected their wellbeing. For community members to opt for non-car by 2030. Therefore, creating physical environments that modes, necessities and amenities must be accessible via encourage healthier lifestyles can have profound health walking and biking. Additionally, infrastructure must be benefits. Urban planners, transportation engineers, architects, in place to make alternative modes attractive, safe, and and developers can all contribute expertise to compliment convenient. the healthcare profession in designing places that combat risk factors for cardiovascular and respiratory diseases, type Overall, “putting people first” means making quality of life a 2 diabetes, cancer, and other conditions that can be traced, district-wide priority. Rather than considering the impact of in whole or in part, to undesirable land uses and land-use health late in the planning process, land-use decisions should patterns. be informed from the beginning by this objective.

Recognizing the difference between a “healthcare” 2. Recognizes the Economic Value community and a “healthy’ community is essential for those Consumers of all ages want to visit, live, and work in in the medical profession. While high-quality medical services walkable, mixed-use, transit-rich communities. Thus, healthy are an essential feature of communities that promote health, places can create enhanced economic value for the private, they are not sufficient to create wellness broadly speaking. public, and non-profit sectors. A community’s unique appeal A healthy community extends beyond the borders of medical can drive economic prosperity. Emphasizing wellness can facilities, obligating the healthcare profession to consider the distinguish cities in a positive—and financially rewarding— built environment’s complete impact on individuals. manner.

10 huntington HEALTHY COMMUNITY Technical Assistance Panel 3. Empowers Champions for Health 5. Makes Healthy Choices Easy For healthy communities to succeed, attracting the necessary Communities should make the healthy choice the one that energy and resources, champions must carry the vision to is safe, accessible, fun, and easy. Since individuals are stakeholders. accustomed to making habitual decisions, breaking existing patterns requires providing options that are attractive in the Forging broad partnerships is essential here, particularly eyes of users. Removing barriers to healthy decision-making between medical communities and developers. Trusted is the first step—including remedying unsafe conditions. leadership representing a variety of interests is best equipped Then, public art and whimsical design can be effective to convey the benefits of healthy communities to all parties. tools to foster new ways of moving around. For instance, Stockholm, Sweden’s piano stairs, which play music when The process of creating a healthy community also opens travelers ascend and descend, led to 66 percent more people marketing opportunities, capturing the area’s cohesive than normal choosing stairs over an escalator or elevator. A Stockholm’s interactive Piano Stairs succeeded mission and brand in recognizable and appealing manners. shopping center in Bangkok, Thailand has also incorporated in attracting 66 percent piano stairs, creating a major attraction for all ages—and more pedestrians to use the stairs instead of the 4. Builds Community and Social Connectivity creating some health benefits. escalator. A sense of belonging and connections with others promote physical and mental health—while isolation, exacerbated by a lack of activated public space, can lead to deterioration and increased medical costs.

While creating new open areas through improvements to the built environment can be costly and time-intensive, existing shared spaces can be energized through regular programming that appeals to a variety of participants. Events can be produced quickly and inexpensively in comparison with altering the built environment. Spaces in varieties of sizes and areas can be repurposed to accommodate such programming, as well as continuing to accommodate existing uses, even if those spaces don’t resemble traditional parks. This can increase activity at all times of day. Vibrant communities encourage serendipitous social interaction— utilizing streets as public spaces to encourage such encounters.

11 6. Ensures Equitable Access features that initially seem like constraints—including Creating healthy neighborhoods means considering all types industrial structures—can be transformed into benefits with of users in design—including those of different ages and creative thinking. abilities. Many population segments would benefit from better access to services, amenities, and opportunities. Rather 9. Promotes Access to Healthy Food than being a cost burden, accommodations for older adults Because diet directly affects human health, neighborhoods and those with limited mobility can generate real-estate prioritizing wellness incorporate access to healthy food into value because these populations are not currently catered to local land use and economic policies. This means adjusting sufficiently, creating untapped markets. Integrating land uses brick-and-mortar offerings to discourage unhealthy food with a variety of transit options can serve those of diverse choices, and offering a variety of other options that are ability levels, offering additional options to make it more likely more convenient and visually prominent. But beyond that, for the disabled to select the healthiest choice. healthy food should become a destination. Many areas have found success with farmers markets, offering a chance 7. Mixes It Up for communities to come together around fresh produce, A variety of land uses, building types, and public spaces often with entertainment. Likewise, urban agriculture and can be used to improve physical and social activity. Findings community gardens can provide healthy food while offering show that mixed-use development makes people much programming and educational opportunities. more likely to walk or use transit. Building vertically rather than horizontally brings services closer together and makes it 10. Nurtures Healthy Minds and Bodies easier to travel without an automobile. Ensuring a diversity of Healthy neighborhoods consider impacts on, but also beyond, indoor and outdoor spaces makes the choice to travel on foot the human body. Services and environments cultivate and more pleasant. support mental, as well as physical, health—providing spaces for contemplation, gathering, and play. They also include Detroit’s Eastern Market 360 program is turning a 8. Embraces Unique Character medical services for both physical and mental wellbeing. historic marketplace into Places that are different, unusual, or unique can be helpful in Places that stimulate all five senses help individuals fully a destination for food, both creating an economic promoting physical activity. Communities have had success activate their bodies and minds, a tenet of wellness. development opportunity when taking advantage of existing assets and history, which and encouraging healthy eating. may have been forgotten or abandoned over time. Distinctive 11. Strives for Highest Standards of Environmental Sustainability Creating a healthy community includes addressing impacts to the environment, in part because greenhouse-gas emissions that contribute to climate change adversely affect human health in the short and long term. Success beyond mandated sustainability practices can be achieved through incorporation of emerging technologies. Places that aim for the most efficient uses of water, energy, and natural resources create human wellness directly and indirectly. Referencing sustainability and wellness standards can be helpful benchmarks for measuring progress. These include Leadership in Energy & Environmental Design for Neighborhood Development (LEED-ND) and Delos Well Building Standard.

12 huntington HEALTHY COMMUNITY Technical Assistance Panel OBSERVATIONS/FINDINGS

The TAP collected a number of observations—obtained by 3. While providing an exemplary medical facility, HMH is not touring the area of interest, interviewing stakeholders, and currently modeling the attributes of a healthy district. referencing background materials—that impact the pursuit of a healthy community: The hospital does have a consistent track record of engaging with the community in the provision of healthcare services. It 1. As summarized in HMH’s long-range Master Plan, the provides millions of dollars annually in charity care, benefits hospital’s primary mission is covered on its existing campus. for vulnerable populations, health research, education, HMH has no plans to expand beyond its current boundaries. and training and support programs that may otherwise be Instead, a phased replacement and improvement of HMH’s absent from the community. Specifically, the hospital’s core facilities will occur on the central campus. This frees up Community Outreach programs focus on health education property owned by the Trust beyond the campus for other and prevention, reaching into neighborhoods through nurses uses. and health educators who provide free classes, clinics, health counseling, screenings and seasonal flu vaccinations. 2. The South Fair Oaks Specific Plan failed to activate the Additionally, HMH’s Senior Care Network provides for seniors’ area of interest. Its zoning, while effective at preserving the needs in their homes, while the Huntington Community Health industrial/commercial nature of the area, did not allow for a Library offers educational articles, books, pamphlets, and mix of uses that incentivizes non-car modes of transit, did not videos for use by the community. The Panel observed that encourage a vibrant street culture, and did not create an area the study area suffers particularly attractive for new businesses (as evidenced by from a lack of east-west connections, long blocks vacant properties and lower-caliber uses). and introverted frontages.

13 While highly laudable, these efforts remain focused on These current circumstances create opportunities: medical needs narrowly defined. The TAP did not find evidence of broader engagement with community members The Trust’s off-campus properties can achieve two separate in support of wellness—neither via the facilities it controls goals concurrently. They can be utilized for both financial gain nor via programming. In fact, the HMH hospital campus and for mission-driven community benefits. Rather than being is physically isolated from the balance of the Specific Plan mutually exclusive, pursuing these objectives together actually area east of Fair Oaks Avenue, as well as from residential reinforces both, allowing the Trust to meet a broad mission areas to the southwest. As the hospital expands its purview, that includes acting as a responsible fiduciary agent for the in line with its transition toward an emphasis on wellness, hospital and increasing health outcomes in the adjacent improvements can occur in improving these linkages. community.

4. East-west connections between Fair Oaks Avenue, where Seeking to create a healthy community, HMH and the Trust the HMH campus begins, and Raymond Avenue, where can establish a precedent for meaningful collaboration with Fillmore Station is located, are very limited. On both Fair partners. Strengthening these relationships is needed in this Oaks Avenue and Raymond Avenue, the single north-south critical moment, when stakeholders still have an opportunity block from Glenarm Street to Fillmore Street is 2,000 feet in to align. length, without an east-west cross axis—while a standard city block generally ranges from 260 to 300 feet. This lack of Each major player in the area is moving forward with its own connectivity increases travel times on foot within the district land-use plan: HMH’s Master Plan; the City of Pasadena’s and almost completely isolates Raymond Avenue-facing land General Plan and Specific Plan update; Art Center’s uses—the eastern half of the study area—from HMH. Academic Master Facilities Plan; HMRI’s new building; and the private owners of significant development sites in the 5. Institutions and developments in the area of interest largely district. Key properties are under new ownership, setting the do not embrace the street, instead focusing inward. In fact, stage for additional privately motivated transformation and recent developments have tended to convey an introverted, partnership. If all of these are pursued without coordination, industrial aesthetic and image. the result could be a disparate built environment without a united mission, recognizable brand, or cohesive district. This 6. Among key property owners in the area, a lack of outcome would adversely affect land-values in the area and communication and collaboration persists despite a desire result in a lost opportunity to do something special. among many parties to better coordinate. … …

14 huntington HEALTHY COMMUNITY Technical Assistance Panel During interviews with the TAP, stakeholders expressed a • Innovation Village: prioritizing economic development variety of often-overlapping desires: in the area, with an emphasis on maintaining and increasing innovation-oriented jobs. (Some expressed • “Humanizing the street”: striving for a pedestrian- concern about losing job-generating uses in the area scale environment that encourages activity, with if residential development is allowed.) additional green space and opportunities for • cultural center: establishing a museum-type gathering. destination in the area. • Affordable workforce, senior, and student housing: • Institutional collaboration: forging relationships rectifying the significant lack of housing available between major players, maximizing opportunities for to those working at the area’s major institutions, collaborative activities and work. particularly faculty and staff at HMH. (A lack of • Transit connections: strengthening the accessibility of student housing was also mentioned, but Art public-transportation stations. Center’s Master Plan seeks to address this issue.) • Shared facilities: considering opportunities for • Resident engagement with institutions: increasing overlapping use of existing institutional buildings and community interface with the major anchors of the amenities, including parking. Panelists discuss how the area, including an expansion of programming. • district brand: creating a new and recognizable current circumstances identity for the area, including re-naming the Fillmore create opportunities for the Trust’s off-campus Street Metro Station to reflect this character. properties.

15 PHYSICAL and DESIGN IMPROVEMENTS

Taking into account existing conditions and stakeholder Fair Oaks Avenue: Maintain institutional and medical desires, the TAP provided its analysis of effective physical uses improvements to the area of interest that would contribute to Acute medical and support, as well as outpatient and a healthy community. ambulatory medical support, continue to locate adjacent to HMH, clustering these uses in the healthcare-oriented part North-South Corridors of the district. Fair Oaks Avenue continues to be a major The TAP began by articulating the ideal character of three thoroughfare, connecting the district to South Pasadena and critical streets: reaching north to Old Town Pasadena.

Raymond Avenue: Transform into a “complete street” Edmondson Alley: Activate for bikes and pedestrians Considerable attention is paid to transforming Raymond The alley continues to accommodate necessary service Avenue into a pedestrian and bike-oriented spine for the vehicles, but improvements are made to allow safe and district. Sidewalk widths are increased, a significant street pleasant access for pedestrians and cyclists. Opportunities The panel’s observations of the issues in the landscape program is implemented, and parklets are created. for permeable pavement and other “green street” innovations study area include the A median is introduced down the middle of the avenue. are explored. ideal character of the three critical north-south Ground-floor active uses are prioritized, with an emphasis on corridors: Raymond innovation and creativity. Opportunities to incorporate public Avenue, Fair Oaks Avenue and Edmondson Alley art in this linear “urban experience” are explored.

16 huntington HEALTHY COMMUNITY Technical Assistance Panel Big Idea The TAP offered its most ambitious vision here, since it recommended striving for a major transformation rather than beginning with less ambitious practicalities.

1. Create two “healthy community” nodes: 2. Attach nodes to strong east-west corridors: These rounded, green soft spaces are pedestrian-oriented These streets can be optimized for active transportation, gathering places where the areas’ two major institutions meet creating attractive and safe paths to approach both campuses the community. This concept is based on the proven retail without using a car. model of creating anchors. • Fillmore Street: Strengthening and improving the • The first, to cross Fair Oaks Avenue at the base pedestrian connection between the Metro Gold of HMH’s campus on Fillmore Street, creates Line Station and HMH’s campus could dramatically a landing area that welcomes patients and increase public transit ridership. community members from the light-rail station • Hurlbut Street: Currently, Hurlbut Street ends its into the hospital—rather than greeting visitors eastward trajectory at Fair Oaks Avenue However, with a parking lot and a path through it marked by were it possible to extend the street farther east to bollards (as currently proposed by HMH’s Master Raymond Avenue, it could draw community members Plan). Huntington conveys through this node that it living to the southwest of the area of interest into embraces the city. the commercial core. While the TAP encourages • The second, to cross Raymond Avenue, provides a full access including vehicles, providing pedestrian community-oriented anchor for Art Center’s campus. access would improve the district’s connectivity. Currently, Art Center’s Master Plan places housing Currently, properties with a variety of owners occupy in this location. However, given the college’s desire this area—including public storage and an AT&T lot. to interface with the community—promoting its Therefore, creating a linkage will require negotiation, design as the “anti-fortress”—perhaps architectural community support, and perhaps a longer timeframe. adjustments could be made to accommodate this Two nodes orient the district around its two key node. anchor institutions.

17 3. Add and strengthen additional east-west linkages: 4. Program public corridors and other available spaces With the nodes and their extensions forming a strong base, with wellness opportunities. additional connections will increase walkability and add • Suggestions include farmers’ markets, outdoor vibrancy to the street environment by creating blocks 500 to movies, tai chi/yoga, rock climbing, walking clubs, 600 feet long. and areas for reflection. • Bellefontaine Street: Where Bellefontaine Street meets Fair Oaks Avenue, a historic plant nursery Land Use Context currently blocks access farther east to Raymond The TAP provided its land-use suggestions based on what Avenue Creating a pathway along the nursery for is currently feasible, beginning from existing conditions and pedestrians and those walking their bikes could relationships. elevate the business as a cultural asset, bringing passersby into close proximity with its natural beauty. Overarching principles: Additionally, the parking lot located to its south • Ensure that every piece of land has more than one serves a business even farther south. Relocating that use, with multiple purposes and time cycles parking elsewhere could allow the nursery to shift or • Link together the hospital corridor and arts corridor expand, providing more space for the pathway. • open new buildings to the street • Pico Street: Pico Street currently connects Fair Oaks • Increase density where possible and appropriate Avenue and Raymond Avenue, but the connection • Strive to create destinations could be improved for those outside of cars. Adding The land use concept green space to the east, where Pico Street meets imagines a mix of uses that share facilities and Raymond Avenue, is advised. enhance their urban context.

18 huntington HEALTHY COMMUNITY Technical Assistance Panel Recommendations: • Line Fillmore Street, between HMH and the Metro • Utilize the space between HMRI’s existing building station, with 5-story residential (workforce and senior and GEM Transitional Care (formerly a Trust property) housing) over retail, cafes, and restaurants. as an incubator area that can hold fresh markets, • continue locating healthcare and additional outpatient performances, yoga classes, or outdoor movies. If support services on Fair Oaks Avenue, across from this area is later occupied by a permanent use, the the HMH campus. Building these uses up, and over incubator would transition to another underutilized parking, offers plenty of room to accommodate future and available location. medical uses. • Locate parking behind retail and housing, with • connect the hospital and arts corridors by development possible above it. repurposing the Trust’s property at the southwest • discourage “peopleless” uses like public storage, corner of Fillmore Street and Raymond Avenue, rental-car facilities, and public utility yards whenever currently medical office/research lab space. This possible. building could house programming at the intersection • connect HMRI’s facilities to the rest of the district by Panelists discuss the of arts and health. It is particularly important that the vision for the land use utilizing “greened” Edmondson Alley. corners of this building be permeable to the street, concept. with active edges on the two outward-facing sides. • convert the site that now houses Catz, over time, into a mixed-use building that might contain ground level retail with a second-level fitness center above, and senior housing on top. This placement allows for seniors to act as museum docents and take classes. • house a cultural amenity—perhaps a museum or gallery—in what is now the Rose Bowl float manufacturing facility. The City of Pasadena, which owns the property, has indicated that this land may no longer be suitable for its current use. A stakeholder in the area has expressed a desire to showcase a private collection that might create a unique draw for the area. • Establish a creative/innovation zone on Raymond Avenue to the northeast, locating creative office there. • Activate Edmondson Alley, which is currently a service route used for truck deliveries and other purposes without sidewalks or other pedestrian accommodations. “Greening” the alley could provide another people-oriented path through the district.

19 Implementation

Huntington Memorial Hospital can start to support a healthy tweaks with high impact. This might include creating walking community in its vicinity through two straightforward steps. paths, and in particular, enhancing the route from the Fillmore Station onto the HMH campus. 1. HMH can formally adopt principles and objectives for a healthy community, incorporating tenets like those outlined in Other effective and feasible interventions include creating this document as part of its broad mission. HMH is part of the a fitness center for employees, setting goals for active district as a major anchor, and can have significant influence transportation among staff, and providing showers and bike on the nature and quality of the neighborhood adjacent to it. lockers. Metro offers support and programs for institutions Adopting wellness principles requires HMH to change how it looking to increase non-car modes of commuting. These perceives itself in relationship to the area east of Fair Oaks should be investigated further. Avenue. Finally, when Pasadena’s bikeshare program debuts in 2018, 2. From there, HMH can refine its Master Plan to implement HMH can advocate to become a hub. These actions can these healthy community principles, showcasing that HMH is make significant contributions to the healthy community HMH not only a superlative healthcare facility, but is also interested wishes to support. The panel recommends that the Trust lead in contributing to—and modeling—a healthy community. … the transition of its This step would not require making wholesale changes to As the owner of real estate, with fiduciary responsibilities, the surroundings into a healthy community. the Master Plan. Instead, it would involve selected strategic

20 huntington HEALTHY COMMUNITY Technical Assistance Panel Trust has a more significant strategic decision to make as Option 2: The Trust decides to play a proactive role, leading to its involvement in facilitating a healthy community. If HMH the transition of its surroundings into a healthy community does adopt the principles outlined in this document, how will through management of its real estate and by spearheading the Trust implement those principles through the real estate a coalition. The TAP panel recommends this route for the it holds off campus? The TAP panel offered two distinct paths following reasons: forward: First, it provides the best opportunities to ensure enhanced Option 1: The Trust decides to play a passive role, choosing wellness, because the Trust remains in control of critical not to interpret its mission more broadly than it currently properties in the neighborhood. This allows the Trust to direct does. In this scenario, the Trust allows the City of Pasadena’s both the use of its parcels and, because of its stake in the Fair Oaks Specific Plan update process to occur—simply area, the Specific Plan update process. contributing to the public dialogue as an influential property owner, along with other community members. Through that Second, staying engaged maximizes value from a real estate update, the Trust achieves significant increases in the value investment perspective. Some discounting is involved if the of its property. When the value is optimized, the Trust could Trust sells its properties. Properties are currently selling for elect to sell its property. $125+ per foot in the area, and the Trust holds $20-30 million worth of property. The TAP believes there is significant In this scenario, the Trust determines that it is not in the upside potential to that property. The more the Trust stays “implementation” business. Instead, it leaves the creation of engaged, the more it will realize that increase in value. a healthy community to others, hoping that the new Specific Plan directs developers who purchase nearby properties to Finally, leading the effort enhances employee retention and incorporate more wellness elements into future construction recruitment. Since professionals, particularly in the medical than currently exist. However, developers outside of the field, prefer working in environments conducive to wellness, medical professional may pay only cursory attention to ensuring that a healthy community is created will help keep wellness. HMH attractive as an employer.

If the Trust chooses to lead the healthy-community effort, it should acknowledge that the task will require investment of resources and human capital: hiring internal staff or external consultants and designating a credible, consistent spokesperson to become the face of Huntington’s healthy community planning initiative. …

21 including HMH and Art Center—can be prevented. In addition, clear and consistent communications can minimize the pursuit of projects that proceed in a one-off, disparate manner that does not contribute to the overall health and prosperity of the district.

After the Trust convenes the stakeholder group, it aims to forge a consensus among participants about the tenets of the healthy community all wish to pursue. Since creating a desirable destination will increase property values, land owners in the area of interest share the same incentives to reach that goal. Based on interviews conducted during the TAP process, the TAP predicts that a consensus regarding desired land-uses, street improvements, design guidelines, and overall vision will be easier to obtain than perhaps Edmondson Alley could The following is a roadmap, providing a tangible path for the become a safe and anticipated. pleasant artery for Trust to follow if it chooses to lead the healthy community: pedestrians and cyclists. The Trust then leads the establishment of a Business First, the Trust assembles a project team, beginning with a Improvement District, which will allow local businesses to dedicated leader for the effort whose sole responsibility is to reinvest tax dollars into the area of interest itself. The BID see it to fruition. Other useful members include a land-use takes on neighborhood trash clean-up, ensuring that the consultant, designer, and someone to help with community current littering issue is resolved. The BID also spearheads engagement. The cost of these consultants might be shared branding of the area, proposing a name for the district and by key property owners in the area. a new name for Metro’s Fillmore Station. The BID produces marketing materials for the district. Once the Trust assembles its own team, it organizes stakeholders into a collaborative group. The Trust invites Establishing a BID creates a dedicated organization focused all major and interested property owners in the area to solely on promoting the district, with a leader whose job is participate through attendance at regular meetings. to represent all property owners and implement stakeholder objectives. Creating a BID also ensures regular meetings The Trust should spearhead the convening of consistent projecting the future of the district as a collective. The gatherings at which property owners share the vision for success of a BID can be measured around short-term, their land over the next 10 to 50 years. Being up front with specific objectives: Is the district cleaner? Is the brand information and intentions, property owners can identify established and being marketed effectively? common ground and potential conflicts. This will begin to Precedents for highly successful BIDs exist in the City of streamline efforts toward a healthy community. Confusion Pasadena, including BIDs in the Playhouse District and Old regarding the future land-use plans of large institutions— Pasadena.

22 huntington HEALTHY COMMUNITY Technical Assistance Panel At the same time, the Trust fosters institutional collaborations Concurrently, the Trust leads efforts to engage the community among stakeholders separate from real estate pursuits. through active listening and dialogue. Rather than informing Ample opportunities exist to establish mutually beneficial ties residents about plans for projects, the Trust asks residents between the area’s key anchors—ties that contribute to a how they define a healthy community and incorporates these healthy community, in and of themselves, and also create a views, preferences, and needs into a vision for the area. collaborative foundation for future land-use efforts. Relevant neighborhood associations to engage in this outreach include West Pasadena and Madison Heights. Opportunities include: 1. HMH and HMRI implementing translational At this stage, in particular, having a dedicated, consistent,

medicine—translating HMRI’s research and and committed spokesperson for the healthy community The Panel recommends findings into clinical trials and cutting-edge tools and effort is essential. Forging long-term, productive relationships that the Trust fosters institutional collaboration procedures at HMH. with residents impacted by proposed land-use improvements with neighbors like 2. HMH, HMRI, and Art Center creating art and requires an individual communities can associate with the Huntington Medical Research Institutes wellness programming—offering hospital staff and initiative, who they can approach with concerns or ideas. (HMRI). art students opportunities to participate in enriching classes that take advantage of the links between health and creativity. 3. HMH, Art Center, and other property owners sharing facilities, including a fitness center (the senior center could host HMH, for instance), auditorium, housing, parking, and open space. Day to day collaboration between entities creates the culture of trust that forms the basis of a community. 4. HMH, Art Center, and other property owners educating staff and students about public transit opportunities and investing in bicycle infrastructure— setting a goal for a percentage of staff and faculty to arrive by transit, biking, and walking, then engaging Metro and the Los Angeles County Bicycle Coalition to provide additional resources and information to promote these choices (particularly as the Gold Line extension opens and Pasadena’s bikeshare arrives in 2018).

23 The Trust also drives the specific planning process for the Specific Plan without losing the wellness objectives or current area of interest, as the City of Pasadena updates the 1998 market momentum. An overlay would specify the design South Fair Oaks Specific Plan once its General Plan update elements and land uses agreed upon by property owners is complete. Steering this public process requires the same and the City of Pasadena, allowing workforce housing, for level of energy as designing and implementing HMH’s own instance, to locate in certain areas without harming one of the Master Plan, and must be approached with equal intensity last job creation zones in the city. While the acronym HEART so as not to relegate HMH to the role of passive receptor is only a suggestion, it reflects the current economic activities of others’ planning visions. The Trust ensures that the plan occurring in the area, as well as the ones stakeholders wish enables and enacts the values, missions, and objectives for to encourage. This is the place where ideas from within HMH, a wellness district that the stakeholder group has agreed Art Center, and HMRI can spin off to become new ventures, upon. This specific planning process may take three years— capitalizing on the creative, productive energy generated by and could last up to seven—from initiation to completion. these significant institutions. Successfully driving the process will require staying power and a willingness to invest. Working with the City of Pasadena, the Trust can determine whether an overlay zone is the best method for achieving A Health, Education, Arts, In the interim, the Trust calls for creation of a Health, these ends—promoting wellness-oriented development now Reseach and Technology (HEART) overlay zone Education, Arts, Research and Technology (HEART) overlay rather than waiting for the completion of the new Specific would allow projects to zone. This planning solution would allow projects to move Plan—or whether another city process would be more move forward that are not allowed under the current forward that are currently not allowed under the 1998 straightforward or effective. specific plan. HEARTHEART Overlay District District Overlay • Health • Education • Arts • Research • Technology

Acute Medical and Support Health Retail

Mixed Use

Outpatient Ambulatory Medical and Support Education/ Arts/Research/ Technology HEART HEART

Huntington Healthy Community TAP

24 huntington HEALTHY COMMUNITY Technical Assistance Panel Conclusion

HMH and the Trust should be commended for seeking process, HMH and the Trust can instigate a transformation— consultation on how best to create a healthy community supporting the health of those living in, working in, and in the area of interest. For a medical institution to consider visiting South Fair Oaks while enhancing the neighborhood’s expanding its activities to meet its mission in a more broadly character as well its employment and business-creation defined manner is worthy of praise. opportunities.

HMH and the Trust are uniquely qualified to serve as leaders HMH and the Trust have proven extremely skilled at meeting Panelist Ronald Altoon in the area, improving quality of life and enhancing property presents the panel’s their goals around service delivery. If these entities choose to values with an emphasis on wellness. Through a collaborative observations of the study lead the creation of a healthy community as outlined in this area in an effort to create planning, design, outreach, development, and programming the “Huntington Healthy report, the TAP is enthusiastic to witness the results. Community”.

25 Acknowledgements

The Technical Assistance Panel is thankful for the commitment and participation of stakeholders, city staff and elected officials. The following is a list of individuals who were interviewed or provided valuable information and perspective during the TAP process.

Steve Ralph, Huntington Memorial Hospital Eric Duyshart, City of Pasadena Eugene Gutierrez, Huntington Memorial Hospital Vince Bertoni, City of Pasadena Jane Haderlein, Huntington Memorial Hospital Professor Marie Csete, M.D., Huntington Memorial Jim Noble, Huntington Memorial Hospital Research Institutes Jeff Weigand, Huntington Memorial Hospital George Falardeau, Art Center College of Design Sunil Hegde, M.D., Huntington Memorial Hospital Lauren Montgomery, Art Center College of Design Armando Gonzalez, Collis P. and Howard Huntington Richard Kale, Regency Park Senior Living Memorial Hospital Trust Greg McLemore, Octane Realty & Development

The panelists meet with Mayor Terry Tornek, City of Pasadena Dan Rosenfeld, Community Partners Mayor Tornek, City of Councilmember Steve Madison, City of Pasadena Pasadena.

26 huntington HEALTHY COMMUNITY Technical Assistance Panel Panel Member biographies

Jeff Lambert ronald altoon Community Development Director, City of Ventura President & CEO, Altoon Strategic

Jeffrey Lambert serves as the Community Development Ronald Altoon’s vision is to provide advisory services to Director for the City of Ventura and received his Master of capital market entities such as investment banks, insurance Planning from USC in 1988 and his membership to American companies, and pension funds, as well as property owners Institute of Certified Planners (AICP) in 1990. and real estate development companies relative to optimizing the functional planning and architectural design of their Jeffrey worked for the City of Santa Clarita, as the Planning consultants in order to exceed their investment goals. The Manager and then the Director of Planning & Building intent is to support investment and ownership entities with the Services. While there he was responsible for the Planning experience and knowledge necessary to evaluate planning Division, Building Division, GIS Division, and Environmental and design options and to create added value to their real Services Division with full time staff of 60. He then left the property capital investments. public sector and started his own consultant service providing planning and government relations services to public and Prior to founding ALTOON | Strategic, for 30 years he was private clients. Founding Design Partner of Altoon Partners, a Los Angeles, Amsterdam, and Shanghai based planning, urban design, Jeffrey joined the City of Ventura as the Community and architectural consulting firm. Defining his vision, he Development Director in June 2009. As Director, Jeffrey strategized the firm’s growth into global markets on all oversees the Planning division and Building & Safety division continents. His experience includes commercial mixed-use, with a staff of 43. transit-oriented, higher education, residential and historic preservation projects in 46 countries. His holistic contextual design approach is responsive to environmental, regional, and cultural issues that inform and enlighten the design process and build community. His projects have received over 75 awards for design excellence internationally.

Altoon holds a Bachelor of Architecture degree from the University of Southern California, and a Master of Architecture from the University of Pennsylvania where he studied with AIA Gold Medalist Louis Kahn and noted pioneering landscape- ecologist Ian McHarg.

27 Wes Bassett Lee Brennan Designer, SOM Principal, Cunningham Group

Wes is a native of southern California and an architectural Mr Brennan has over 35 years of professional experience, professional with Skidmore Owings & Merrill in Los Angeles. 27 of those years have been focused in healthcare, Prior to his career in architecture, he worked for his family’s encompassing all aspects of project delivery, from strategic small construction outfit, specializing in renovations and planning and programming through design and construction. custom homes where he developed a passion for the craft As a Principal and Healthcare leader at Cuningham Group, he of building. Wes holds degrees in architecture from both works to develop creative and innovative responses to meet Cal Poly Pomona and Columbia University in New York. the challenges facing the healthcare industry. His professional career in architecture includes 6 years’ experience as a designer at Altoon Partners in Los Angeles A consistent leader in planning, design, and project where he worked from concept design through construction management, Mr. Brennan works with a wide range of administration on domestic and international urban scale clients, including public and private real estate developers, mixed-use and retail projects. This combination of craft, investor owned companies, publicly held corporations, academic research, and professionalism has led to his nonprofit organizations, universities, city and county strong belief in the value of design and architecture’s ability governments, and federal agencies. transform urban spaces and connect people. His work and writings have been published in Architectural Record, Design Journal, Form Magazine, Inland Architect, Medical Design and Construction, Progressive Architecture, and Texas Architect, and he has played instrumental roles in projects that have received design awards from Progressive Architecture and the American Institute of Architects.

He is currently a board member for Cuningham Group and leader of the Heal Market Group.

28 huntington HEALTHY COMMUNITY Technical Assistance Panel Clare De Briere Cecilia Estolano Executive Vice President and Chief Operating Officer, Co-Founder, Estolano LeSar Perez Advisors The Ratkovich Company Cecilia V. Estolano is an expert in sustainable economic Clare De Briere is the Executive Vice President and Chief development and urban revitalization. As co-founder of ELP Operating Officer of The Ratkovich Company. She joined the Advisors she has advised local governments, non-profits Company as a summer intern in 1991 after graduating from and foundations on redevelopment dissolution and economic UCLA and worked her way through property management, revitalization; overseen research on green infrastructure, leasing, construction, financing and development energy efficiency upgrades and job creation; and managed management while earning her graduate degree at USC’s complex multi-stakeholder processes, including the creation prestigious Lusk Center for Real Estate. of economic development implementation plans.

In her career with the company she has overseen the Ms. Estolano previously served as Chief Executive Officer of acquisition, entitlement, planning development and/or the Community Redevelopment Agency of the City of Los disposition of millions of square feet of development from The Angeles (CRA/LA). Under Ms. Estolano’s tenure, CRA/LA Wiltern Theatre, 2601 Wilshire, 5900 Wilshire, 800 Wilshire, boasted an annual budget of over $726 million and a work The Alhambra, The Hercules Campus in Playa Vista and The program covering 32 project areas. Ms. Estolano redefined Bloc. the role of CRA/LA, rebuilt the agency’s housing department, shepherded CRA/LA’s adoption of a landmark policy on local Clare is an active member of the Urban Land Institute serving hiring in construction jobs, directed the adoption of a Healthy on the District Council’s Executive Committee, and has Neighborhoods policy, and created a $42 million Land served on a ULI Advisory Panel in the City of Denver. She has Acquisition Fund to jumpstart development in underserved been named on the Los Angeles Business Journal’s Women markets like South Los Angeles. Making a Difference list and has been on the Real Estate - Southern California’s Women of Influence list every year since Prior to joining CRA/LA, Ms. Estolano was Of Counsel at 2003. Clare is also on the Advisory Board of the UCLA History Gibson, Dunn & Crutcher, where she represented developer, Department; and is on the Executive Committee of the Board private equity fund and lender clients in land use, zoning, of the Los Angeles Conservancy. redevelopment, environmental and real estate matters.

Ms. Estolano is a graduate of UC Berkeley School of Law and holds an M.A. in Urban Planning from UCLA. She received her undergraduate degree from Harvard-Radcliffe Colleges. She serves as Vice President of the California Community Colleges Board of Governors and on the boards of directors of Manufacturing Renaissance and the National Employment Law Project.

29 Cal Hollis Dianne Philibosian Managing Executive Officer, Countywide Planning Director, Institute for Community Health and and Development, L.A. Metro Wellbeing, California State University Northridge

Calvin Hollis is a Managing Executive Officer in the Dr. Dianne Philibosian, Director of the Institute for Community Countywide Planning and Development Department. He Health and Wellbeing, has been an administrator and faculty joined Metro in May 2011, reporting to the Chief Planning member at California State University, Northridge for over 40 Officer. This department is responsible for system-wide years, as associate dean of the College of Health and Human planning for rail and bus operations. As part of his duties, Development, department chair, and faculty member. As Mr. Hollis manages the implementation of the Union Station Director of the Institute she brings an interdisciplinary focus to Master Plan, a 40 acre multimodal transit center in downtown promoting collaborations among the campus and community Los Angeles with over 7 million square feet of commercial to strengthen individuals and communities through creative development entitlement. partnerships.

Prior to joining Metro, Mr. Hollis served as Chief Operating With an extensive background in early care and education, Officer for the Community Redevelopment Agency of not-for-profit organizations and in governance of public the City of Los Angeles (“CRA/LA”). His duties included agencies. She serves on the boards of the University of the oversight of the seven Regional Operations, which included Pacific (former chair), the National Learning Institute, and the 31 active redevelopment project areas and approximately San Fernando Community Health Center. In the public sector 90 employees. Additionally, he directed the Real Estate she is a Supervisorial appointee to the County of Los Angeles Department and the Capital Finance Department. Child Care Planning Committee, the Pasadena Center Operating Company (Mayoral appointee), and previously was Prior to the CRA/LA, he served for 26 years as managing a Gubernatorial appointee to the State of California Child principal of the Los Angeles office of Keyser Marston Development Policy Advisory Committee (former chair). Associates, Inc., a prominent real state advisory firm specializing in structuring public/private transactions She has consulted extensively with California First 5 Children throughout the western United States. and Families Commissions from multiple counties in California and worked with a variety of organizations and architects Mr. Hollis is a member of Lambda Alpha, The Urban Land in designing child care centers. Dr. Philibosian, as a Institute and Vice Chair of its Public/Private Development specialist in children’s development through play, is an active Council, the International Council of Shopping Centers, and a advocate for open spaces, outdoor environments, and nature Board Member of Pasadena Heritage. experiences for children.

Mr. Hollis is a graduate of California State University, Los Angeles in Economics.

30 huntington HEALTHY COMMUNITY Technical Assistance Panel Chris Roche Evangelique Zhao Acquisitions and Development, California Landmark Architect/Urban Designer, Gensler

Chris Roche is a Development Manager with California Evangelique Zhao is an architect and urban designer. She Landmark Group. His primary responsibilities include has 10 years of experience in a wide range of architecture development analysis, due diligence coordination, entitlement and master planning projects; including the LACMA Resnick processing, project permitting and construction management. Pavilion, the Broad Museum, Gensler’s Los Angeles Office, With 6 years of experience in the development business, he Hyundai North America headquarters, Vistamar High School, brings a wide range of skills to the team having worked on Eko Atlantic Masterplan, and the Great Park Masterplan. everything from single family homes to downtown high rises Evangelique has volunteered her time and professional and everything in between. expertise in campus planning and designing a new school (Ecole Nationale Jacob Martin Henriquez) in Jacmel, Haiti Prior to joining California Landmark, Chris was a Development in 2010; six months after the devastating earthquake. Associate with City Ventures in their San Francisco office She believes that everyone should have access to great working on urban infill townhome projects throughout the design. Evangelique is a member of the American Institute Bay Area. He began his career as a land use consultant at of Architects, a LEED Accredited Professional, and holds a Craig Lawson & Company guiding private, institutional, and NCARB certificate. public clients through the entitlement process in the City of Los Angeles.

As a graduate of the University of Southern California, Chris obtained a bachelor’s degree in real estate development and a minor in psychology. Chris is a licensed Real Estate Broker and is currently pursuing a certificate in Construction Management at UCLA. Active in several external organizations, he is the Community Service Co-Chair with the Urban Land Institute’s Young Leaders Group, a family mentor at Imagine LA and an active member of the LA Conservancy.

31 Top Row (left to right): Evangelique Zhao, Cal Hollis, Cecilia Estolano, Ronald Altoon, Chris Roche, Jonathan Nettler, Molly Strauss Bottom Row: Dianne Philibosian, Dan Rosenfeld, Wes Bassett, Clare De Briere, Jeffrey Lambert, Lee Brennan

32 huntington HEALTHY COMMUNITY Technical Assistance Panel

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