Visitdallas Student Market Handbook 2019
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Janeil Engelstad EDUCATION Public Leadership Credential, 2021
Janeil Engelstad EDUCATION Public Leadership Credential, 2021 Harvard University, Kennedy School of Government MFA, Photography / Studio Art, 1991 New York University and International Center of Photography, joint program, New York, NY BA, Political Science and BA, English, 1985 University of Washington, Seattle, WA Dean’s List SELECTED PROFESSIONAL AWARDS Institute of Innovation and Global Engagement, University of Washington, Artist in Residence, 2021 Red Bull, Artist Grant, 2020 Nasher Sculpture Center Artist Grant, 2020 Laźnia Centre for Contemporary Art, Gdańsk, Poland, Artist in Residence, 2019 Dallas Museum of Art, Artist in Residence, 2017 National Academies Keck Futures Initiative, 2016 US Dept. of State Alumni International Exchange Seminar, 2016 The Op-Ed Project’s Public Voices Greenhouse Fellowship, 2015 Dallas Mastermind Award, 2014 Association of Art Museum Directors, Next Practices in Museum Arts Education, 2014 ArtMill Center for Creative Sustainability, Horaždovice, Czech Republic, Artist in Residence, 2012 Fulbright Scholar, Academy of Fine Arts and Design, Bratislava, Slovak Republic, 2007 – 2006 The Index Project, Index Award finalist, 2005 Clinton White House Initiative: Artists Create for the Millennium, short list, 1999 SELECTED TEACHING EXPERIENCE 2021 University of Washington, Tacoma, Visiting Lecturer, Global Imaginations/Interdisciplinary Practice 2020 CityLab High School, Dallas, TX, Out of the Box, virtual 4 week design course addressing COVID-19 2019-18 CityLab High School, Dallas, TX, Year-long public art -
Revitalizing Downtown
REVITALIZING DOWNTOWN: CREATING ANCHORS TO BUILD THE CORE The Roadmap 2008-2015 City Council Briefing December 5, 2007 Office of Economic Development www.Dallas-EDD.org Today’s Objectives • Gain a perspective on the Greater Downtown Area • Present a vision for Downtown Dallas • Identify building blocks that are in place and evaluate current status • Describe strategy to revitalize downtown and achieve identified vision • Establish 2008 priorities • Gain Council’s endorsement of the roadmap and recommended next steps 2 Briefing Overview 1. Although significant progress has been made and enormous opportunities exist, several key challenges remain to achieve the vision. 2. Given the significant challenges involved in redeveloping the core of Downtown Dallas, a strategy built around three “Anchors” has been developed to create a strong, vibrant downtown. 3. To successfully implement the strategy, several key priorities for the near and intermediate terms are needed as are immediate next steps. 3 Defining The Greater Downtown Southwestern West Village Medical Center City Place Uptown Baylor Margaret Hunt Art Medical Hill Bridge Center District Design Victory District Main Street Deep Ellum West End West District District Farmers Dallas Fair Park Market Trinity District River Convention Center District Cedars North Oak Cliff Margaret 4 Methodist McDermott Hospital Bridge The Downtown Core In Perspective: Downtown Dallas is a massive Downtown Core - CBD urban area. The Downtown Core is made up of Sundance several distinct districts. Square to scale The Main Street, West End, Arts District and Farmers Market neighborhoods are at least the size of Sundance Square, Fort Worth’s popular tourist center. 5 Downtown Vision - Key Elements Business Businesses large and small drawn to downtown’s commercial spaces. -
Downtown Walking Map
DOWNTOWN WALKING MAP To To121/ DFW Stockyards District To Airport 26 I-35W Bluff 17 Harding MC ★ Trinity Trails 31 Elm North Main ➤ E. Belknap ➤ Trinity Trails ★ Pecan E. Weatherford Crump Calhoun Grov Jones e 1 1st ➤ 25 Terry 2nd Main St. MC 24 ➤ 3rd To To To 11 I-35W I-30 287 ➤ ➤ 21 Commerce ➤ 4th Taylor 22 B 280 ➤ ➤ W. Belknap 23 18 9 ➤ 4 5th W. Weatherford 13 ➤ 3 Houston 8 6th 1st Burnett 7 Florence ➤ Henderson Lamar ➤ 2 7th 2nd B 20 ➤ 8th 15 3rd 16 ➤ 4th B ➤ Commerce ➤ B 9th Jones B ➤ Calhoun 5th B 5th 14 B B ➤ MC Throckmorton➤ To Cultural District & West 7th 7th 10 B 19 12 10th B 6 Throckmorton 28 14th Henderson Florence St. ➤ Cherr Jennings Macon Texas Burnett Lamar Taylor Monroe 32 15th Commerce y Houston St. ➤ 5 29 13th JANUARY 2016 ★ To I-30 From I-30, sitors Bureau To Cultural District Lancaster Vi B Lancaster exit Lancaster 30 27 (westbound) to Commerce ention & to Downtown nv Co From I-30, h exit Cherry / Lancaster rt Wo (eastbound) or rt Summit (westbound) I-30 To Fo to Downtown To Near Southside I-35W © Copyright 1 Major Ripley Allen Arnold Statue 9 Etta’s Place 17 LaGrave Field 25 Tarrant County Courthouse 398 N. Taylor St. TrinityRiverVision.org 200 W. 3rd St. 817.255.5760 301 N.E. 6th St. 817.332.2287 100 W. Weatherford St. 817.884.1111 2 The Ashton Hotel 10 Federal Building 18 Maddox-Muse Center 26 TownePlace Suites by Marriott Fort Worth Downtown 610 Main St. -
Ten Year Strategic Action Plan
PLANDOWNTOWN 2023 FORT WORTH TEN YEAR STRATEGIC ACTION PLAN 1 12 SH Uptown TRINITY Area ch ea W P UPTOWN S a 5 m u 3 e l - Trinity s H S I H Bluffs 19 9 M Northeast a in Edge Area Tarrant County t 1s Ex Courthouse Expansion d Area 3 2n rd EASTSIDE 3 h ap 4t lkn Be Downtown S f h P r C 5t H he at o U e e Core m n W d M m R e a e h r i r t s n c 6 o H e n o 2 u Southeast T s 8 h t th r o 7 o n 0 c k Edge Area m o h r t t 8 o n ITC h 9t CULTURAL 5th Expansion 7th 7th DISTRICT Burnett Area 2 Henderson- Plaza 10th vention Center Summit J City o n e Hall s Texas H C o e C m n h S d m e u e r e m r r r y s c m e o i n t Expansion Area 1 Lancaster J Lancaster e Lancaster n n i n g s d lv B k r a Holly P t s e Treatment IH-30 r o F Plant Parkview SOUTHEAST Area NEAR FORT SOUTHSIDE WORTH Table of Contents Message from Plan 2023 Chair 1 Executive Summary 2 The Plan 4 Vision 10 Business Development 16 Education 24 Housing 32 Retail, Arts and Entertainment 38 Transportation 42 Urban Design, Open Space and Public Art 50 Committee List, Acknowledgements 62 Message from Plan 2023 Chair Since the summer of 2003, Downtown Fort Worth has made advance - ments on many fronts. -
2020-Maniscalco-Catalog.Pdf
SCG Maniscalco Stone LLC. 1420 West Walnut Hill Lane, Irving,TX 75038 www.maniscalcostone.com Our mission is to be a Design Innovator of best-quality, unique stone, glass, ceramic and metal products with Superior Service and Competitive prices Since our move from California to Texas in 2013, we have made many changes and improvements. Our main goal for moving to Dallas was to become more centrally located to our customer base in order to deliver a higher level of service to all of our customers nationwide. In August 2016, we moved our customer service center to the Dallas facility. This allowed us to improve operational efficiency and to provide better customer service. In 2017, we partnered with Styles Capital Group thus becoming SCG Maniscalco Stone. This has proven to be a wise decision. Through this partnership, we have invested in the future by expanding our design capabilities and inventory of current products, and significantly diversified our product offering. Additionally, “we bought a building” and moved in 2018! This proactive change offered us new office space and a larger warehouse, needed for the success of our fast growing business. SCG Maniscalco Stone is dedicated to you, our customer. We wouldn’t be here without your support and confidence. Our goal is simple, to be a design innovator of best-quality products with superior customer service. We love what we do and we want to bring a little “magic” into your life with our products. We are excited about our future and are always striving for excellence in every aspect of our business. -
Overview of the City of Dallas Public Art Program
OVERVIEW OF THE CITY OF DALLAS PUBLIC ART PROGRAM Briefing to the Arts, Culture & Libraries Committee May 19, 2014 2 Purpose of the Briefing • To provide the Arts, Culture & Libraries Committee with an overview of the Public Art Program policy, procedures and outcomes. • To request the Committee’s input to guide the Cultural Affairs Commission’s review and updates to the Public Art policy for FY15-16. Left to right: Art García, Seventh (2010), Bishop Arts Pocket Park; Brad Goldberg, Pegasus Plaza (1994) 3 Mission Statement • To enrich the community through the integration of the vision and work of artists into the planning, design and construction of public spaces. Left to right: John Barlow Hudson, Fenestrae Aeternitas (2013), White Rock Hills Branch Library; Tom Orr, Intersected Passages (2013), Dallas Love Field 4 Strengths and Weaknesses 1. Geographic distribution of 1. Graffiti and vandalism projects throughout the 2. Funding for maintenance City 3. Limited training 2. Multiple projects awarded opportunities for artists to Texas artists interested in entering the 3. Working with both public art field emerging and experienced 4. Complexity of contracting artists process 4. Community participation in 5. Marketing / publications the decision-making process 5. Collaborative process with partner departments 5 Public Art • The term “public art” generally refers to works of art that are planned and executed specifically for a publicly- accessible location. • “Public art” can be publicly-funded or privately-funded. • Other terms used are “art in public places,” “civic art” or “percent for art.” • The first Public Art Ordinance in the nation was adopted in 1959 by the City of Philadelphia. -
2019-Annual-Report-1.Pdf
INVITING THE WORLD INVESTING IN DALLAS 2019 ANNUAL REPORT 1 “A robust tourism industry helps our great city thrive and is a critical component of the Dallas economy. The first thing that visitors to Dallas experience is our hospitality, making the industry vital to establishing and maintaining our reputation around the world.” Eric Johnson Mayor of the City of Dallas TABLE OF CONTENTS Executive Message 3 Background & Mission 4 Financial Overview 8 Budget Categories 1| Sales & Incentives 9 2| Marketing 13 3| Site Visits & Tours 16 4| Local Arts & Events Incentives 19 5| Administration & Research 24 Investing in Dallas 26 Big goals. Great partnership. Dallas is well known for its beautiful skyline, its impressive buildings and its rich heritage. What we consider most impressive, though, is the spirit of its people, and our collective power to make change. Big change. Together since 2012, private hoteliers in Dallas have been able to work with the public in a unique partnership with a shared goal: Enhance tourism. Dallas was the first major city in Texas to establish a Tourism Public Improvement District, which by law allowed us to utilize travelers’ dollars in a strategic way to not only grow the number of visitors to our city, but also to enrich the lives of the people who live and work in Dallas. Other cities, seeing our success, have followed suit. As usual, Dallas leads the way, and in a big way, with the most wins by any Texas Tourism Public Improvement District to date. Since the Dallas Tourism Public Improvement District’s (DTPID) inception in 2012, together we have realized a multi-billion-dollar economic impact. -
Alternate 1.Dgn
ALTERNATIVE # 1: NO BUILD DOWNTOWN DALLAS DART LRT Louise Ave Main St Spur 366 Live Oak St Ross Ave Gaston Ave DEEP ELLUM COMMUNITY Applicable to Entire Project - All 66 Bridge Units BENEFITS CHALLENGES - No Initial Capital Cost - Expected Increase in the Frequency of Repairs - Expected Increase in the Amount of Repairs I-345 FEASIBILITY STUDY PUBLIC MEETING ALTERNATIVE #2: STRENGTHENING SUPERSTRUCTURE BY CONNECTING TOP OF STEEL GIRDERS TO CONCRETE DECK e v A ise ou L F1S F1N DOWNTOWN DALLAS F2S F2N F3S CR6S CR7S CR F3N 1S CR5S CR2S CR4S CR3S CR 8S F 4S F 4N F5S F14S F13S F12S F10S F11S F6S F7S F8S F9S F15 S F5N CR1N F9N F10N F11N F6N F8N F7N F12N CR2N F16S CR8N F1 3N CR3N N CR7 CR4N F14N 6N Drilling into Girders Top Flange and Concrete Deck to Insert CR5N CR F 1 5 N F 1 7 Bolt-Like Connectors. Applicable to All 66 Bridge Units. S F 1 6 N DEEP ELLUM COMMUNITYt F 1 7 N F 1 8 S S BENEFITS n DAR F 1 8 ai T L N F R 1 9 T S - Reduction in Girders M F 1 9 N F 2 0 Deflection, Vibration, S F 20 Bending Stresses, and e N e F 21 v S v A Local Distortion A F 21 N n L i o v F 2 ss 2 - Improve the Structural t S s e o CHALLENGES F 22 N Behavior a O R F 2 3 G S a - Minimize Roadway Impact N F 2 k 3 N F 2 4 - Reduce Maintenance Cost S F 2 S 4 During Construction. -
DFW Industrial Marketview
MARKETVIEW Dallas/Fort Worth Industrial, Q4 2018 Demand tops 20 million sq. ft. for third consecutive year. 6.0% 14,513,927 SF 8,273,325 SF 7,108,176 SF Figure 1: DFW Industrial Market *Arrows indicate trend from previous quarter. MSF Vacancy Rate (%) 30 7 25 20 15 6 10 5 0 5 2013 2014 2015 2016 2017 2018 Total Net Absorption Delivered Construction Construction Starts Total Vacancy Source: CBRE Research, Q4 2018. SUPPLY AND DEMAND REMAIN BALANCED PRODUCT PIPELINE CONTRACTS SUBSTANTIALLY MARKET-WIDE VACANCY RATE REMAINS SNUG Q4 2018 CBRE Research © 2019 CBRE, Inc. | 1 MARKETVIEW DALLAS/FORT WORTH INDUSTRIAL Figure 2: DFW Industrial Market Snapshot Net Direct Total Q4 2018 Q4 2018 2018 Avail. Direct Total Rentable Available Vacancy Vacancy Direct Net Total Net Total Market Rate Vacancy Vacancy Area (SF) Rate Rate Absorption Absorption Absorption (%) (SF) (SF) (SF) (%) (%) (SF) (SF) (SF) DFW Airport 76,537,446 7,143,995 9.3 4,981,889 6.5 5,496,992 7.2 1,021,613 1,093,964 2,816,521 East Dallas 36,711,061 3,247,617 8.8 1,640,650 4.5 1,674,582 4.6 455,405 421,473 323,735 Northeast Dallas 98,857,581 7,721,313 7.8 4,920,189 5.0 5,634,661 5.7 749,356 666,538 1,314,114 Northwest Dallas 110,278,941 6,873,465 6.2 4,158,527 3.8 4,433,034 4.0 360,646 333,645 1,007,725 South Dallas 77,278,616 13,465,000 17.4 12,086,981 15.6 12,226,952 15.8 1,206,291 1,254,279 5,847,155 South Stemmons 116,757,096 7,800,940 6.7 4,460,334 3.8 4,759,216 4.1 (375,470) (376,688) (1,290,388) Great SW/Arlington 111,266,798 8,018,274 7.2 5,043,620 4.5 5,140,768 4.6 2,566,998 2,601,478 7,293,671 North Ft. -
Oral History of Bonton and Ideal Neighborhoods in Dallas, Texas
ORAL HISTORY OF BONTON AND IDEAL NEIGHBORHOODS IN DALLAS, TEXAS Briana Payne Thesis Prepared for the Degree of MASTER OF ARTS UNIVERSITY OF NORTH TEXAS December 2015 APPROVED: Andrew Nelson, Committee Chair Beverly Ann Davenport, Committee Member Matthew Durington, Committee Member Lisa Henry, Chair of the Department of Anthropology Costas Tsatsoulis, Dean of the Toulouse Graduate School Payne, Briana. Oral History of Bonton and Ideal Neighborhoods in Dallas, Texas. Master of Arts (Applied Anthropology), December 2015, 145 pp., 3 tables, 67 figures, references, 223 titles. The Bonton and Ideal neighborhoods in Dallas Texas, developed in the early 1900s, experienced physical and social decay throughout the 1980s. Neighborhood organizations and resident activism were vital to the rebirth of the community in the 1990s. Current revitalization efforts taking place there have been a source of contention as the neighborhood continues to overcome inequalities created by decades of racialized city planning initiatives. This thesis focuses on how the structuring structure of whiteness has historically affected, and continues to affect, the neighborhoods of Ideal and Bonton, as well as acts to identify how black residents have navigated their landscape and increased their collective capital through neighborhood activism. Copyright 2015 By Briana Payne ii ACKNOWLEDGEMENTS First, I would like to thank the Neighborhood Investment Program for providing me with the opportunity to work with them as they continue to improve the Bonton and Ideal neighborhoods in South Dallas. Without their acknowledgement of the importance of conserving the history of this community, I would not have been able to share the important life stories of the residents. -
Dallas-Fort Worth Guide
FACULTY: SEDEF DOGANER, PhD STUDENTS: MICHAEL BRADEN MICHAEL LOCKWOOD LEVI SANCIUC hE/sZ^/dzK&dy^^EEdKE/K COLLEGE OF ARCHITECTURE ARCHITOURISM CONTENTS CHAPTER 1 p. 04 /ŶƚƌŽĚƵĐƟŽŶ CHAPTER 2 p. 11 The Architourist City: Dallas / Ft. Worth History 2.1.1 Importance 2.1.2 DFW Economy Related to Tourism 2.1.3 &t^ƚĂƟƐƟĐƐZĞůĂƚĞĚƚŽdŽƵƌŝƐŵϮ͘ϭ͘ϰ dƌĂŶƐĨŽƌŵĂƟŽŶŽĨ^ŝƚĞƐZĞůĂƚĞĚƚŽdŽƵƌŝƐŵϮ͘ϭ͘ϱ DFW Current Problems 2.1.6 The Architourist 2.2.1 Importance of Architourism 2.2.2 DFW Economy 2.2.3 &t^ƚĂƟƐƟĐƐZĞůĂƚĞĚƚŽdŽƵƌŝƐŵϮ͘Ϯ͘ϰ &tdŽƵƌŝƐƚWƌŽĮůĞƐϮ͘Ϯ͘ϱ &tƌĐŚŝƚŽƵƌŝƐƚ^ŝƚĞϮ͘Ϯ͘ϲ CHAPTER 3 p. 27 Analysis of Tourism in DFW CHAPTER 4 p. 87 Architourist Guide to DFW ARCHITOURISM CHAPTER 1 IntroducƟ on Introduc on: The focus of this analysis is to look at the eff ects of Architourism in the Dallas/Ft Worth area. What kind of culture if any has been created by Architourism and is it authen c or inauthen c. What kinds of developments have occurred there recently and what has this done to boost or change the local community. In the 2010 census the city of Dallas saw less than a one percent increase in its total popula on while Ft Worth increased by more than 38%. Did Architourism play a role in this? If so, what? Our analysis will begin with researching the demographics of the local users and types of tourists, their income level, race, educa on and loca on of residency. We will also include looking into the histories of selected sites with respect to their economies, culture, tourist ac vi es, and rela onship to the built environment. -
At Hotel/Convention Center Complexes
what's NEW at Hotel/Hotel/ConventionConvention CCenterenter ComplexesComplexes of North America?America? Things are looking up — and hotehotelsls under constructionconstruction (with(with comple-comple- ttionion expecteexpectedd in or before 2016) and at hotels are going up. With rising lleasteast ninenine moremore coconvenientnvenient coconventionnvention occupancy rates and increased hhotelsotels are inin development.development. CConvenientonvenient hotels areare defi ned as thothosese investment opportunities, hotel tthathat aarere coconnectednnected to a vvenueenue oorr llocatedocated expansions and new builds are adadjacentlyjacently or across tthehe sstreet.treet. AAll-in-onell-in-one compcomplexeslexes incoincorporaterporate meetmeetinging spacspacee increasing and show organizers aandnd guestrooguestroomsms witwithinhin one bbuilding.uilding. DeDespitespite thethe new optimism,optimism, tthehe ddevelop-evelop- now have more options. ment process is still frfraughtaught wiwithth obstacles. ThThismaybemostevidentinsomeofth is may be most evident in some of thee Th e new atmosphere means whewherere nnewew amenities announceannouncedd as hhotelsotels trytry there is a hotel need, a case can likelylikely ttoo ggainain a competitive advantaadvantage.ge. bbee made,made, andand many convention centerscenters ““StayStay Well” rooms, designed by Delos are takintakingg advantaadvantagege of the swingingswinging Loving, LLC, capturedcaptured memediadia attention pendulum. AccordinAccordingg to this latest when thetheyy debuted last Fall