Tim Smith at his his AICP College of Fellows enshrinement (SERA Architects)
BY BRIAN LIBBY
Last December, more than a decade after it was first announced, the Oregon Museum of Science and Industry unveiled plans for its OMSI District along the east side of Willamette River, which will turn surface parking lots and vacant land between the Marquam Bridge and Tilikum Crossing (and adjacent to the museum) into a high-density enclave. The district is projected to include 1,200 housing units, forming with the Burnside Bridgehead development to the north a residential bookend to the otherwise non-residential Central Eastside. There will also be mixed-use commercial buildings, as well as a waterfront education park focusing on indigenous heritage, and a Center for Tribal Nations on the OMSI property. There are ambitious sustainability goals here, its backers promise, and a commitment to equity.
Although ZGF is the OMSI District's master-plan architect (replacing Oslo and New York-based Snøhetta), SERA Architects is a partner on the development team, led by Edlen & Company; principal Tim Smith helped put together the development team. This comes as Smith, founder of the firm’s Urban Design and Planning Studio, was earlier this year named to the American Institute of Certified Planners' College of Fellows. Smith has also served locally as vice president of the Portland Planning Commission and the Mayor’s Central City Roundtable, not to mention as urban design advisor to the City of San Francisco for the Treasure Island Redevelopment. At SERA, he has also been instrumental in the firm’s long-range planning and urban design efforts for Google.
Anticipating an interview with Smith about OMSI and his long career on the occasion of his College of Fellows honor, I also watched a 2011 TEDx talk that Smith delivered called "A Living Community Framework for Sustainability," in which he discusses the social and equity-based components necessary for healthy and sustainable urban communities; that topic wound up guiding a lot of our conversation, including our talk about the OMSI District.
Brian Libby: Congratulations on your fellowship.
Tim Smith: Thank you very much. It just goes to show you that if you are standing upright for 40 years, they'll give you an award. So here I am.
I watched your 2011 TEDx talk earlier today, which focused on the concept of civic ecology and took inspiration from E.V. Walter’s Placeways, which puts human experience at the forefront of urban design as a way to address contemporary social and environmental dislocation. But you mentioned coming from Philadelphia, which got me thinking about Edmund Bacon’s seminal 1967 book Design of Cities. These are two very different perspectives about urbanity and placemaking, almost like Jane Jacobs and Robert Moses.
Edmund Bacon was actually my teacher [at the University of Pennsylvania]. Kevin Bacon the actor is Ed's son. I used to live down the street from all of them, so I have one degree of separation from Kevin Bacon. Ed’s approach was definitely a top-down, ego-driven one. When you took his course, he would show things that he had done, and if you questioned any of it, he would just not even respond. More importantly, in Design of Cities Bacon favors the axis—with its wide multilane boulevards—and other very formal aspects of planning. The axis is really an example of how to exert power in city planning, and I just really have grown to have difficulty with the concept. In a city like Paris with many axes, what’s more interesting are the neighborhoods off axis, which are basically medieval, and whose fabric has been largely determined by people who lived in the neighborhood rather than something that was done from on high.
Conversely to Edmond Bacon, civic ecology argues that social infrastructure is at least as essential. It brings to mind Portland's turnaround in the 1960s and ‘70s, through neighborhood organizations: a kind of civic ecology. But some of that neighborhood activism has since come to be regarded as NIMBYism, or lacking inclusiveness.
One of the best outcomes of a civic ecology process would be something called a civic public-private partnership. The idea behind it is to eliminate the concept of NIMBYism: that you engage citizens as the third leg of a local government and private developer stool, so that they co-create the vision and the steps to implementation for change in any given place. Community stakeholders will have less reason to be against change if they are actually part of the sausage-making, as it were. I think Portland's success back in the ’60s and ’70s was rooted in neighborhood groups and the city and private developers being open to working with each other. I don't believe that's the case now in Portland. Many people say the neighborhood model is broken in Portland. That may be true, but what's really broken is the relationship: the constructive, co-creative relationship between those three entities.
Covers of Placeways (UNC Press) and Design of Cities (Thames/Hudson)
For years Portland was praised as a progressive boutique city with amazing street food and bike culture: a destination. Now, there’s this perception we’re struggling more than other cities to bounce back from the pandemic and the unrest. Given that you look at cities with a longer view, what do you make of this?
Cities have ups and downs, as do communities, neighborhoods, countries. It's all part of being a nested bundle of integrated systems. Occasionally all the systems are positively reinforcing each other, and occasionally a couple of them get sideways, and begin to kind of fracture things and slow things down. The best example of this is the community I mentioned in the TEDx talk, Chestnut Hill in Philadelphia, where I lived for a number of years. In the 1960s, that community was really suffering from the failure to compete with suburban development. Folks in the community bootstrapped a strategy to make it much more dynamic, forming a host of civic entities that were able to localize the neighborhood’s decision-making. They realized that the city of Philadelphia with its limited resources couldn’t be as helpful and responsive as a local governance structure could. From time to time there would be issues of disagreement among people working within the civic-public-private structure, which caused the system to slow down or break, but eventually they always figured it out and moved on.
In Portland, obviously the issues are much greater.
How so?
We don't yet seem to have a unifying vision of the city. You might say that at the beginning of the Portland Plan, back in the ’70s, there was this unified vision of where we needed to go, which made neighborhood associations work. The problem with that vision is that it did not include the African American, Asian, Native American, Hispanic and other communities. So here we are years later and that vision has kind of faded. There's a real question out there about what's the new vision and whose vision should it be. Suddenly there's a lot of factions that are out there raising their voices, saying, ‘You need to pay attention to us because we live in this place, too.’ I feel like there's a call to action that the folks in city government are beginning to sense. I firmly believe we're going to be okay once we kind of get this together.
So what can we do? There’s a movement afoot to change Portland’s system of government. Is that a step in the right direction?
I'm very interested in this charter commission, to see what they recommend. I wonder, however, if it might have been better to develop a process of vision and unification first, and then ask the question, ‘What governance model and therefore charter do we need to actually make this new kind of vision happen?’ There are more complex forces out there that we need to embed in our city systems, and maybe we need a different kind of governance model. I think Portland will bounce back, because cities are resilient. If we can be much more inclusive and figure out a process to make this new vision happen, we're going to be even better than we were.
A view of the OMSI District site (SERA Architects)
That might be a good segue into talking about SERA’s urban design work with OMSI. It’s an interesting placemaking opportunity in the Central Eastside, which doesn't have residential except at the Burnside Bridgehead. OMSI’s property is also a crossroads with the Hawthorne Bridge and downtown, and on its southern edge it’s beside a new transit bridge leading to South Waterfront. For years Portland Public Market wanted to locate down there, and maybe still does. This area is also part of the so-called Innovation Quadrant. A famous architecture firm, Snøhetta, was hired to produce a master plan. But years have gone by without any groundbreaking.
Snøhetta’s master plan was interesting, but what really stuck out to us was that some of the sustainability goals didn’t have an implementation strategy behind then. Certain aspects of it didn't feel too buildable, to be polite. So when OMSI put out the RFP for a developer to implement the master plan, I helped put together the team that's working on it now: Edlen and Company, a company out of Cleveland called Long Haul Capital that is involved in the impact-capital world, the Farkas Group [an infrastructure, financing & development agreement advisor], and a company called Urban Systems that does a lot with smart-city infrastructure. OMSI also hired ZGF Architects to lead the Central City Master Plan process.
What about OMSI’s sustainability goals, and the opportunity for an eco-district?
We began to realize that a standard development approach would not be able to achieve the carbon-reduction outcomes and other sustainability goals district-wide. So OMSI and the development team applied for and received a grant from the Bullitt Foundation to have a series of design charrettes focused on the entire district, as opposed to a building by building approach. You're probably familiar with Bullitt’s headquarters in Seattle, one of the nation’s first to be Living Building -certified. They said, ‘We want to fund you to take this Living Building approach and do it for an entire neighborhood.’ In response to that challenge the team came up with ideas about integrated, equitable-district infrastructure that included shared energy, water waste, food systems, urban habitat, local economy, last-mile mobility, digital open-source economy. Edlen and Company is not an infrastructure developer, so we formed a brand new company focused on district scale infrastructure called InfraCenters LLC. It's a joint venture between SERA, Long Haul Capital and Civic Technology Ventures. In the OMSI district, InfraCenters will investigate: How do you actually create a district scale integrated system where the water, the energy, the waste systems of all kind, and last mile mobility are all supported by a digital platform.. Central to our mission is carbon neutrality and social equity.
How can you build that civic ecology along with the architecture itself? How can there be more than for-profit development down there?
We responded to a grant opportunity from Metro for equitable and sustainable development and have been working for more than a year with OMSI, the Affiliated Tribes of Northwest Indians, the Columbia River Inter-tribal Fish Commission, the City of Portland, Prosper Portland and others to create a Center for Tribal Nations and Waterfront Education Park in the OMSI district. We're getting close to creating a concept that will integrate with all these other ideas—perhaps a Portland Public Market, an Oregon Botanical Project—and act as a catalyst for an Innovation Quadrant. We've also been talking to a number of impact investors, including banks who through the Community Reinvestment Act are required to invest locally. We have gotten them interested in the idea of investing in perhaps a local entrepreneur space or even a clean technology hub within an actual InfraCenter building, whose focus would be BIPOC community entrepreneurs. It could be a live-work space. We want to provide a pathway for a diverse array of community members to participate in all aspects of the emerging climate-change economy instead of limiting it to the usual experts
What has emerged is a partnership between Western science and traditional ecological tribal knowledge and perhaps a more thoughtful and inclusive way to describe and address an issue like climate change. Because, ultimately, where we are going in terms of technology is back to traditional tribal knowledge about systems thinking and working with nature. Both OMSI and its inter-tribal partners are excited about telling that story in the district through the real infrastructure that we hope to create down there. So it's a mind-blowing opportunity.
Rendering of future OMSI District (ZGF Architects)
This sounds very different from traditional development, but with so many moving parts it also seems difficult to pull off: a puzzle with a lot of pieces.
What is really different about this is usually architecture and planning firms are waiting to respond to an RFP or a development opportunity and then, as a designer, you're at the mercy of what the developer is going to be able to pencil out to their investors. Bringing your own money to the table is an opportunity to change how development can happen. And I feel like we may be on the cusp of creating a different way of developing cities where the money gets directed to do really good things: social equity building.
It’s interesting to me that you work for an architecture firm, but a tenet of the civic ecology you talk about is that we can’t build our way to true sustainability.
My hypothesis is that the best way to address some of our complex issues is to start with the software—the resource flow systems, the relationships—and build the hardware—the physical change—on top of that. We've all been doing it the opposite way: building the hardware and then retrofitting software into existing structures. The real impact will not come from a bunch of green buildings sitting next to each other. It's going to be from an integrated neighborhood approach that contains an array of buildings, streets, and spaces interconnected through a digital platform that enables real-time response to human needs. In such a neighborhood, people will have control over their place and their livelihoods and can feel a sense of ownership of their community. And so that's the vision behind this. It's turning things inside out and flipping the scale quite a bit.
Systems diagram for OMSI District (SERA Architects)
It reminds me of places around town where a big idea for redeveloping a neighborhood has either failed or achieved mixed results: the South Portland Urban Renewal Area in the 1960s, for example, which today feels like failed urbanism except for the Lawrence Halprin-designed fountains, or even the South Waterfront, which came a generation later and, though quite different, also lacks much urban energy.
I think the first problem with many new developments is a misreading of the opportunity—is this really a blank canvas or is there some underlying context that suggests a deeper and richer approach? Imagine if that original South Portland neighborhood had remained, and those wonderful fountains had been inserted into that? Those residents might have taken a deeper ownership of that neighborhood and thus those fountain spaces might have been a different kind of community infrastructure. It would have been a completely different outcome.
At the same time, we have to figure out how to keep neighborhoods like that from becoming so successful that they begin to price out the people that made them interesting in the first place. How do we broaden accessibility to all developments—racially, ethnically and financially—and make new development permanently affordable: intergenerationally affordable and accessible? I think we have a great start at OMSI because OMSI is not going to sell the property. They're going to keep it on a 99-year land lease, which opens up all kinds of possibilities for enduring accessibility and attainability.
So really a unique, interesting landholder in that regard. What’s the key to making it work?
These developments work when people in the neighborhood feel a sense of ownership. People don't like having stuff handed to them from on high: ‘Hey, we figured this out. Now it's yours.’ It just doesn't work. It really doesn't. So co-creation is the whole basis of the civic-ecology model, which is that those who participate in the sausage-making are going to feel ownership and therefore it's going to have a life that goes beyond what the designers designed. Because it will always be being designed.
Could you talk about making some of these ideas into a kind of toolkit, given your work with Metro?
A number of years ago, we were hired by Metro for an initiative called Great Communities.. Metro was seeking decision criteria to ensure that Urban Growth Boundary decisions would not only satisfy growth requirements but also yield great communities. We developed criteria that addressed a number of Civic Ecology issues: How do you handle energy, and water? What about the local economy? Is the topography such that it would support a walkable community? The work was accepted by Metro and is now part of the criteria that they use to bring land into the urban reserve and ultimately the growth boundary. Now UGB decisions are likely to offer the opportunity to connect to existing neighborhoods, or to support a Main Street. When people impacted by these decisions can become part of the process and realize that what's going to happen isn't just a development to satisfy growth goals, but an opportunity to build a new or enhance an existing community it offers an opportunity to avoid a NIMBY conflict.
Rendering of future OMSI District (ZGF Architects)
And NIMBYism, even though it can turn negative, it’s often comprised of locals who are active in their community. Which, in theory, could be turned around into something positive. But often NIMBYism is specifically about opposition to height.
NIMBYism is a message that there is the potential to create a real community. There are people in the community who have the energy and the time to participate in something positive because they're able to organize against something. Imagine if you took that energy and organized it into co-creation, to begin to weave together all these aspects of their lives and future residents of this area: to achieve something much better than just arguing about six-story buildings or three-story buildings? Development can become much more aspirational. People then have a platform to say, ‘I want my community to evolve to a place where we're energy self-reliant, where we have urban agriculture, where we have developed relationships with farmers outside of our community, where local entrepreneurs can afford to live here, where there's affordable housing. We want all these things. And you know what? If we can be part of where these things happen, I would gladly exchange all the things I keep fighting against, like tall buildings.’ I think when you hear people saying negative things, it's really a call for help. People don't like railing just for the sake of railing. They're really sending a signal. You have to be open to the signal.
Tell me some great city like you have visited that inspires you.
There's a bunch of them. There's a beautiful city in southern France called Aix en Provence. Oh my goodness, it is so wonderful! It has got everything we've been talking about. There are certainly some great neighborhoods in Philadelphia where I lived for a while. I mentioned Chestnut Hill, but when I was living there it was a bit racially stratified. The adjacent neighborhood, Mt. Airy, is diverse and it’s one of the most wonderful neighborhoods in America. I’m originally from Detroit, and in the neighborhood I grew up in, North Rosedale Park, my father was president of the civic association and our entire family was deeply engaged in the community. Of course, with disinvestment in Detroit, it really suffered. But it’s a shining example of great urban neighborhood, and it’s coming back again.
What might Portland learn from Detroit?
Cities like that are fascinating because there are opportunities they have there that we don't have here. What has happened in Detroit is that they are so desperate that they seem to have moved away from bureaucratic siloing and toward an integrated focus on problems. And they're actually getting a lot of stuff done. I think it's kind of what we need to do here.
That’s a very relevant discussion given that Portland might eliminate its arguably obsolete system of government, where elected city council members control bureaus but aren’t accountable to specific geographic constituency.
It's a real problem. I'm completely against the non-geographic focus. Commissioners in Portland are forced to be about bureau-focused silos. I sense they do not want to be and that they get interested in problem solving. It is just very difficult in any governance structure to think and act holistically. With our system it is even more challenging. But if they were in charge of a piece of geography and were able to work with all the bureaus, they'd be the first ones to want to de-silo those bureaus. I remember years ago a mayoral candidate took me out to lunch, because we were fellow TED talkers that year, and he asked, ‘Could you give me some advice on what I ought to do if I became mayor?’ I said, ‘The first thing you’ve got to do is break down the silos. Everyone will hate you and you'll probably be a one-term mayor, but you've got to break those silos down. Otherwise the city is just going to devolve.”
You’re a principal at SERA, and I admire how the firm has endured over generations, after being founded by people like Bing Sheldon and Don Eggleston. What advice might you give about succession?
I'm trying to get out of the way and maybe just advise. It's a very difficult thing to do. When you get to a point where you have a depth of experience, that is the time to step aside, become an advisor, and let other people discover things on their own. And I'll do that.
Bing was a mentor, and I always remember: he just leaned on me very closely for a number of years, until one day he came up to me and said, ‘You know what? You're on your own now. I think you know what you're doing. You know what to do. You come and see me if you need me. But I'm not your guy anymore.’ And that was that. And boy, is that ever a tough thing to do. I'm the second generation and we are now advancing the third generation in the firm. And I think one of the great things Bing and Don did was to make it an employee-owned firm, which means that people have different incentives than they do if they're working somewhere where the profit goes to a few people at the top.
Conceptually, it’s like some of what we've been talking about with civic ecology.
Yeah, I guess we're a civic ecology firm. And it works. It really works. In setting up the systems of relationships and flows of money and investment and everything, that helps you become a different kind of firm. We want to have an impact in the community and on the planet, and you can't do that just by responding to RFPs and making sure your work pencils out financially. We at SERA are on the cusp of a new paradigm and I think our industry is as well. It's all a big experiment – and lots of fun!
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