Walkable Text.doc - Walkable Communities by xumiaomaio


									Walkable.org Text (Raw Text for the new pages)


Dan Burden is a nationally recognized authority on bicycle and pedestrian facilities and programs. He
brings together many disciplines and issues - street design, traffic calming, public safety, bicycling, and
greenways - into a holistic vision for creating healthy, pedestrian- and bicycle-friendly communities.

Burden has spent the last thirty years developing, promoting, and evaluating alternative transportation
and sustainable communities at national, regional, state, and local levels, and he is the founder of
Walkable Communities, Inc. a non-profit consulting firm in Florida. Time magazine has identified Burden
as one of the six most important civic innovators in the world, in recognition of his efforts to create
better places to live, work, and play.

“Having attended many of Dan Burden's presentations, and having collaborated with him on several, I
can vouch for his greatest talent: getting people with different viewpoints to agree on a vision for their
community, by showing them the untapped beauty and potential they have in their greatest commonly-
owned asset - their public streets. Dan can actually get Americans to care about cities again. And he
does it by getting the traffic engineers on board, not by vilifying them, but by making them excited
about being involved in change." -- Michael Ronkin, Bicycle and Pedestrian Program Manager, Oregon
Department of Transportation.


Burden has 25 years of experience in developing, promoting, and evaluating alternative transportation
facilities, traffic calming practices, and sustainable community design. He specializes in transportation
and land use planning, and the research and implementation of pedestrian, bicycle, traffic-calming, and
street improvement projects.

During his collegiate education, Burden earned a B.S. in Forestry and furthered his graduate studies in
Interpersonal Communications at the University of Montana. He later served for 16 years as the State
Bicycle and Pedestrian Coordinator at the Florida Department of Transportation, before becoming the
founder and executive director of Walkable Communities, Inc., a non-profit organization helping North
America develop walkable communities.

Burden has photographed and examined walking and bicycling conditions in over 2500 cities in the U.S.
and abroad. He has completed 140 week long community or transportation design charrettes and other
work in 200 other North American cities and in a dozen others overseas. He worked as a bicycle
consultant in China for the United Nations in 1994, and he has been to Australia, New Zealand, and
many European countries to walk and photograph their great cities. His pictures have been published in
the New York Times, National Geographic, Better Homes and Gardens, Sierra Club calendars, and the
Weekly Reader.

Burden served as the principal writer for the National Bicycle and Pedestrian Planning and Design
Curriculum. His insights are becoming a model for college courses and lectures in civil engineering,
urban planning, and landscape architecture departments throughout the country. He served as one of
the main course instructors for the National Highway Institute (NHI) course on Bicycle and Pedestrian
Facility Design. He has given staff training to traffic engineers, planners, and community developers
across the country.

A former National Geographic photographer, Burden once led a bicycling expedition from Alaska to
Argentina. Burden founded Bikecentennial and, along with his wife and thirty others, worked with 90
governmental agencies to develop the longest recreational trail in the world - the 4,300 mile-long
TransAmerica Bicycle Trail. In 1977, Burden worked to create the Bicycle Federation of America and
served as its director for its first two years of operation.

Burden currently serves on the Florida DOT "Greenbook" Committee to draft standards for traffic
calming. He has been instrumental in developing traffic calming programs in scores of cities, including:
Bradenton Beach, Satellite Beach, Ormond Beach , Key Largo, West Palm Beach, South Miami Beach,
Gainesville and downtown Venice in Florida; Lacey, Bellevue, Mercer Island, University Place, Maple
Valley, Shoreline, Seattle and Colville, Washington; Austin, Texas; Arcata, San Diego and Santa Monica,
California; Eugene, Oregon; and Asheville, Waynesville and Charlotte, North Carolina; Lansing, Traverse
City, Kalamazoo, Michigan; Grand Junction, Frutia, Bayfield and Boulder, Colorado; Las Vegas, Nevada;
and Honolulu, Hawaii.

In June 2001, Burden was celebrated by Time Magazine as one of the world’s six most important civic
innovators; in a more recent nationally circulated Associated Press article, as well as series of releases
on NBC Dateline, The Discovery Channel, and ABC’s Peter Jennings programs.


Walkable Communities

Dan Burden founded the non-profit organization Walkable Communities, Inc. in 1996. The core mission
of Walkable Communities, Inc. is to promote walkability as the cornerstone of a successful, vibrant
community. Every trip begins and ends with walking. Walking remains the cheapest form of transport
for all people, and the construction of a walkable community provides the most affordable
transportation system any community can plan, design, construct, and maintain. Walkable communities
put urban environments back on a scale for sustainability of resources (both natural and economic) and
lead to more social interaction, physical fitness, and diminished crime and social problems. Walkable
communities are more liveable communities and lead to whole, happy, healthy lives for the people who
live in them.

Healthy Streets

Burden describes how healthy street design can make streets safer and more attractive while addressing
many of the problems of conventional street design. He explains that healthy streets create healthy
neighborhoods, meeting the community’s basic needs and dismantling the conventional auto-
dominated street hierarchy. Burden argues that conventional street design promotes higher
neighborhood speed regulations and tolerances, public safety for drivers only, law enforcement
difficulties, faster intersection turning speeds, and compromises in safety, access, mobility, and comfort.
He instead proposes healthy street design, accomplished through walkable neighborhood size and
mixed uses, interconnected and diverse street pattern, shorter block lengths, front porches, traffic
dispersion, narrower intersections and lane widths, street furniture and lighting, and other measures.


“Cars are happiest when there are no other cars around. People are happiest when there are other
people around.”

"Of the 1400 communities I have walked, I have not found one where designing for the car has made it a
successful place. Indeed, the most successful villages, towns and cities in America are those designed
before the car was invented, and where the least tinkering has been done since.”

“We tend not to like open, scary places, and we try to get through them quicker. Somehow the canopy
effect of tree-lined streets slows traffic.”

"There are the places that were built and intended to be built as bedroom communities, and you can't
find a town center, you can't find a real store, you can't find anything. But you don't have to choose to
live there. What I have learned is where a lot of America has been destroyed, so much of it is waiting to
be recrafted and perfected."

Insert Dan’s latest résumé for download.

About Glatting Jackson

Promoting sustainability through community planning.

Glatting Jackson Kercher Anglin, Inc. is a team of talented, passionate professionals who excel at
planning, urban design, environmental services, landscape architecture and transportation planning and

Founded in 1974 as Glatting Brophy Shaheen & Associates, Inc., the firm has focused for decades on
resource responsibility, creating sustainable communities that will benefit generations to come and
developing solutions of lasting value. We design “in context,” with an eye toward how a project will
blend and interact with its surroundings. We are committed to making communities better through the
developments we help plan and design for our clients.

We serve regional, national and international markets with headquarters in Orlando, Florida and offices
in West Palm Beach, Florida; Atlanta, Georgia; and Denver, Colorado.

Pursuing our mission and vision.

Our mission is to plan and design livable communities. Our vision is to provide intellectual leadership
and be agents for positive change in the community-planning and design industry. We pursue this vision
by leading and presenting research, making presentations about our innovative work and publishing
articles that provoke thought and conversation about new solutions to community issues.

Our experts in multiple disciplines share a belief in citizens as co-authors of their future. We are
committed to collaborating with community members and other stakeholders in every project to help
our clients create innovative, practical and enduring solutions for their unique challenges. Together, we
are better.

We practice what we preach.

Glatting Jackson’s professionals believe that green-design principles are critical to sustainability and
livable communities. In fact, we “live” green within our company and through our practice.

We recently refurbished and moved into a historic building in the heart of downtown Orlando. We
installed energy-efficient lighting and low-flow sinks and toilets. We also installed showers and changing
rooms to encourage employees to bike or walk to work. In fact, more than 40 percent of Glatting
employees walk, bike and ride public transit instead of driving cars to work. The company supports its
employees leaving their cars at home by declining to provide free parking for employees, but paying
100-percent of the cost of transit passes, and providing secure parking for bicycles and scooters. The
bike racks are located right in the lobby for clients and passersby to see.

Our internal green team helps the entire firm implement sustainable practices in our workplace, as well
as through the projects we help our clients develop. The green team reviews projects, educates other
employees about new and effective livable practices and seeks input from regional and national experts
to help us continually learn and grow.

Throughout the office, we reduce the use of paper by reviewing documents electronically and posting
meeting agendas on walls, instead of printing copies. We use 100-percent recycled paper for black-and-
white copies, paper towels and bathroom tissue. That which we can’t reduce, we recycle. Each week, we
recycle about 100 pounds of paper, ten pounds of aluminum cans and five pounds of plastic bottles.
Switching to rechargeable batteries helped us reduce our consumption by about 100 batteries per week.
All of our cleaning supplies are “green” and we aim to reduce our water consumption by five percent by

Resource responsibility is integral to our practice. We understand that the plans and communities we
help develop today will lay the foundation for decades of responsible growth and resource

Our team is eager to help create solutions of lasting value. We’d love to talk with you about how we
may help.


Q: Do you work in rural areas?
A: Yes, as rural as they come. We did a rural streets guidebook for Scottsville, Virginia, and surrounding
small communities ... where the author, known as John Boy (of "The Waltons" fame), grew up and still

I just finished two projects in rural areas last month. The first was in the historic town of Waterford,
Virginia, where we did a traffic calming and undergrounding of utilities planning project .... 90 people
live there. The project is likely to cost about $12 million and will probably go forward because of the
priceless historic nature of the small community.

Another recent project, was in Sylva, North Carolina, where 3,000 people live. The state DOT wanted to
build a quarter billion dollar bypass. The community hired us to find a more rural and environmentally
sensitive alternative to address their growth needs. It is our 14th project in Western North Carolina.

Some of the smaller towns where we have worked in California include: Bridgeport, Mammoth Lakes,
Cotati, Willits, Marina (completed the bike/ped master plan), Gridley, Sebastopol, Cutler and Orosi,
Watsonville (and perhaps 12 more of this approximate size and scale). Rural communities or small towns
in other places nationwide include: Fair Hope, Alabama; Fruitland, Colorado; Wakulla, Florida;
Stevensville, Ronan and Big Fork, Montana; Alma, Michigan; Black Mountain, North Carolina; West
Ossipee, New Hampshire; Newark, Ohio; Colville, Washington; and Whitehorse, Yukon, CANADA to
mention just a few.

Q: What is your favorite Walkable Community?

A: In North America it is Victoria, British Columbia. It is the one good great place. Since we cannot all live
there … It is better that I list many places, and show a range of quality and completeness. At the risk of
leaving out towns that I have not visited, taken a liking to, yet have forgot to include in the short
moment I had to prepare this piece, I provide a partial list of good places to live that are Walkable
Communities. Many of these places are not affordable, many are.

Q: How can I find & help build a walkable community?

This is one of the most important and necessary questions anyone should ask before settling down in a
permanent location. Many corporate leaders looking to expand or move locations are now looking for
towns offering appropriate start up breaks, but also where they and their middle managers want to live
many years, raise a family and retire. Our web site, has a 12-step program for defining and achieving or
strengthening community walkability.

But finding a walkable town is a different task. So, I have built a list of the 12 most important things to
rate when searching for a Walkable Community. Note that there are many walkable communities in
America that are declining, due to poor politics, staffing or a lost vision. And there are some
communities on the cusp of becoming walkable that have strong leadership and direction. Given a
choice, I would move to the community that is up and coming.

You can, of course, move into a new Walkable Community, such as Seaside, Celebration, Abacoa,
Florida; Kentlands, Maryland, The Crossings, Mountain View, California; Fairview Village, Orenco Station,
Oregon; Northwest Landing, Washington; and now hundreds of others. I know these places well. I return
to them often, photographing, walking and measuring their essences. The paint, the grass, everything is
fresh and new there. Some of these new urban villages are rather complete, and fit well into the fabric
of the greater town or region they share.

 But if you don’t want to wait for these places to become organic, go for the real towns of America …
they are abundant, old, tried and proven, and they need many defenders of their greatness. This article
is mostly on how to find existing Walkable Communities. They are way too numerous to list more than a

This article is also a little bit on how to protect these delicate real places of the heart. As I write this, I am
sitting in East Lansing, one of my favorite Walkable Communities. I am eager to go out for a walk. But I
am also 100 miles from Holland, Michigan. I am torn - I'd like to go there, right now, take in the color of
the tulips, walk its streets and listen to the outward pride and laughter of its people.

You can either be a passenger on the train to change, or get up in the engine helping stoke the fire,
taking in the gusty winds of change feeling the sting and smell of hot cinders burning the hair off the
nape of your neck. These up and coming communities may be more affordable, and are likely to be fun
places to place your energies. But before you move, truly check out the politics of change.

 Good towns come in all regions of the country. The best are often small places like Keene, New
Hampshire; Winter Park, Florida; Flagstaff, Arizona; Crested Butte, Colorado or Los Gatos, California … or
they include big cities like Seattle, Washington; Chicago, Illinois; Milwaukee, Wisconsin; Minneapolis and
St Paul, Minnesota; Portland, Oregon; or San Diego, California that have many small, well designed
compact, intact neighborhoods, each with a village center and a character and personality of its own.

In some of these villages, strong enclaves of Hispanic, Jewish, Polish, German, Asian, Afro-American or
gay cultures are found, taking pride building or maintaining their communities. Other villages are fully
mixed, rich in diversity of people, age, abilities and wealth. You can live in a town that is sprawling itself
to death, and still lead a healthy life in several great neighborhoods. Note that top rated towns in this
listing either already have or are now developing many villages in their city.

 Finding the Great Walkable Community. My wife, Lys, and I left Central Ohio the day after we got
married in June, 1970 and moved west in search of a great place to live. We struck gold, almost by
accident, in our first search for a town. We settled into and lived in Missoula, Montana without a car for
nearly ten years, very happy, healthy, and highly engaged with every level of community life. We knew,
felt ownership and took pride in the many good places. We walked and watched over green, canopied
streets almost everywhere. We felt the courtesies of drivers who watched out for us. We knew each
park, each of the five valley neighborhoods and other places in the pre-sprawl portions of town.

 It seems we came to know everyone, and everyone knew us. We had many dozens of friends and
hundreds, if not thousands of associates. During our evenings we bicycled into and up the Rattlesnake
Creek, Grant Creek, Pattee Canyon, the Hells Gate or, when we had the time, out to French Town or
Lolo. Our first child, Jodi, who maintains this web site, was born there. Our small company,
Bikecentennial (now Adventure Cycling), was started there 25 years ago, and is still a small but healthy
addition to the local economy.

 Missoula has a healthy downtown. In the summer a weekly farmers market is held on Saturdays. Many
hundreds of people walk or bicycle in to buy their fruit filled pastries, breads, fresh fruits, and organic
vegetables. Others come for coffee, listen to music, watch people dance, or just visit. Missoula also has a
Friday noon gathering on the rebuilt Clark’s Fork River front. People come almost like a weekly
pilgrimage for more food, more music and more fun. And just across the street from our little red ginger
bread house at 317 Beverly, in Bonner Park, people came on Wednesday nights to hear the small but
good community band. Some who bring their cars to these events park them blocks away, some too
embarrassed to be seen arriving by car, but not knowing the beauty of walking there.

One immigrant, poor in money, rich in pride of being an American, conceived and built with his own
hands, along with the 50-60 volunteers he and former Mayor Daniel Kemmis brought together, the
newest and best post WWII carousel in the nation. Missoula also boasts a variety of pricing and sizing of
housing stock, great waterfront and trails and a pleasant college campus.

Like many Walkable Communities, today Missoula is also a hearty sprawl place. One only has to look to
the down slopes of the mountains to see the ugly brutality of unregulated, un-walkable growth patterns.
But Missoula, like all vision directed towns, has and continues to build upon its walkability, while other
parts of the same town and county hold contempt for walkability, watering down, isolating and making
more distant healthy lifestyles in order to cash into the hungry car culture, complete with all of its
demands and droppings.

 Like many good places, Missoula is a town highly conflicted, ever in balance. Goodness is not always
understood by all people living in a place. There are many short-term investors milking and robbing from
long-term accomplishments. It is all too easy for decision makers to close down good, well located and
sized schools, healthy and vital local parks, and well located small churches, grocery stores or other
retail in order to build big. It always appears to be cheaper to provide the same function on the bigger
and cheaper parcel farther out. These farther out places are locations where cars appear to be happy.
These outward parcels are cheaper yes, but as we destroy the essences of a good neighborhood, forcing
ourselves into a car to have what we need we whittle away the many reasons we came to invest here in
the first place. If you move to a walkable community, you must understand its value then learn the skills
of building and defending it’s goodness.

Places more abandoned of walkability, health and vitality have few conflicts. Their sense of place, pride,
community values have been lost, or chased away.

 All towns in our nation have some degree of walkability. Some hold less than 5%, where microscopes
are needed to find the remaining shredded and often buried fragments. Some, such as Littleton, New
Hampshire, where they are too poor to afford sprawl, have nearly 98% walkable scale and features.
When you find a town with good walkable features, such as Keene, New Hampshire, you keep returning
to recharge. I know I do. I go back often, settle into a nice center town hotel, hang out at local eateries,
listen to the town chatter, walk the main street day and night, over and over 2-4 days at a time.
Walkability Items to be rated are always on a scale. A 1-10 scale can be personalized and applied to each
of the below twelve categories. Common sense and powers of observation are used to make these
determinations. The categories are in no particular order. Never pick a town that you have not visited.
Always ask for second and third opinions.

If I were making a commitment to move to a town I would want the town to have high scores on 6 or
more of the following 12 categories:

Walkable Communities Have:

1. Intact town centers. This center includes a quiet, pleasant main street with a hearty, healthy set of
stores. These stores are open for business a minimum of 8 hours a day. The stores include things like
barbers/beauticians, hardware, druggist, small grocery/deli, sets of good restaurants, clothing, variety
store, ice cream shop, stores that attract children, many youth and senior services, places to conduct
civic and personal business, library, all within a 1/4 mile walk (5 minutes) of the absolute center. If this is
a county seat, the county buildings are downtown. If this is an incorporated town the town hall is in the
town center. The library is open for business at least 10 hours a day 6-7 days a week. There is still a post
office downtown.

  2. Residential densities, mixed income, mixed use. Near the town center, and in a large town at
appropriate transit locations there will be true neighborhoods. Higher densities are toward the town
center and in appropriate concentrations further out. Housing includes mixed income and mixed use. A
truly walkable community does not force lots of people to drive to where they work. Aspen, for
example, is a great place to shop and play...but fails to provide housing for anyone who works there.
Granny flats, design studios and other affordable housing are part of the mix in even the wealthiest

 3. Public Space. There are many places for people to assemble, play and associate with others within
their neighborhood. The best neighborhoods have welcoming public space within 1/8th mile (700 feet)
of all homes. These spaces are easily accessed by all people.

4. Universal Design. The community has a healthy respect for people of all abilities, and has appropriate
ramps, medians, refuges, crossings of driveways, sidewalks on all streets where needed, benches, shade
and other basic amenities to make walking feasible and enjoyable for everyone.

 5. Key Streets Are Speed Controlled. Traffic moves on main street and in neighborhoods at safe,
pleasant, courteous speeds. Most streets are designed to keep speeds low. Many of these streets are
tree lined, have on-street parking and use other methods that are affordable means to keep traffic
speeds under control. There is an absence of one-way couplets designed to flush downtown of its traffic
in a rush or flight to the suburbs. In most parts of the nation the streets are also green, or have other
pleasant landscaping schemes in dry climates.

 6. Streets, Trails are Well Linked. The town has good block form, often in a grid or other highly
connected pattern. Although hilly terrain calls for slightly different patterns, the linkages are still
frequent. Some of the newer neighborhoods that were built to cul-de-sac or other fractured patterns
are now being repaired for walking by putting in trail connectors in many places. These links are well
designed so that there are many eyes on these places. Code for new streets no longer permits long
streets that are disconnected.

 7. Design is Properly Scaled to 1/8th, 1/4 and 1/2 mile radius segments. From most homes it is possible
to get to most services in ¼ mile (actual walked distance). Neighborhood elementary schools are within
a ¼ mile walking radius of most homes, while high schools are accessible to most children (1 mile
radius). Most important features (parks) are within 1/8th mile, and a good, well designed place to wait
for a high frequency (10-20 minutes) bus is within ¼ to ½ mile. Note that most of these details can be
seen on a good local planning map, and even many can be downloaded from the web.

 8. Town is Designed for People. Look for clues that decisions are being made for people first, cars
second. Does the town have a lot of open parking lots downtown? Are a lot of streets plagued with
multiple commercial driveways, limited on-street parking, fast turning radii on corners. Towns designed
for people have many investments being made in plazas, parks, walkways ... rarely are they investing in
decongesting intersections on the far reaches of town. Towns designed for people are tearing down old,
non-historic dwellings, shopping plazas and such and converting them to compact, mixed use, mixed
income properties. Ask to review the past year of building permits by category. Much is told about what
percentage of construction that is infill and independent small builder stock versus big builder single
price range housing or retail stock.

 9. Town is Thinking Small. The most walkable towns are boldly stepping forward requiring maximum
parking allowed, versus minimum required. Groceries and other important stores are not permitted to
build above a reasonable square footage, must place the foot print of the structure to the street, etc.
Palo Alto, for instance, caps their groceries at 20,000 square feet. This assures that groceries, drug stores
and other important items are competitive at a size that is neighborhood friendly. Neighborhood
schools are community centers. Older buildings are rebuilt in place, or converted to modern needs.
Most parking is on-street.

 10. In Walkable Communities There Are Many People Walking. This sounds like a silly statement at first
... but think again. Often there are places that look walkable, but no one walks. Why? There is always a
reason. Is it crime? Is it that there is no place to walk to, even though the streets and walkways are
pleasant? Are the downtown stores not open convenient hours? You should be able to see a great
diversity of those walking and bicycling. Some will be very young, some very old. People with disabilities
will be common. Another clue, where people walk in great abundance virtually all motorists are
courteous to pedestrians. It is true.

 11. The Town and Neighborhoods have a Vision. Seattle, Washington, Portland, Oregon and Austin,
Texas are just three examples where neighborhood master plans have been developed. Honolulu sets
aside about $1M per year of funds to be spent by each neighborhood. Visionary, master plans provide
direction, build ownership of citizens, engage diverse people, and create opportunities for
implementation, to get past sticky issues, and deal with the most basic, fundamental, necessary
decisions and commitment. There are budgets set aside for neighborhoods, for sidewalks, trails, links,
parks. The community no longer talks about where they will get the money, but how they will change
their priorities.

 12. Decision Makers Are Visionary, Communicative, and Forward Thinking. The town has a strong
majority of leaders who "get it". Leaders know that they are not to do all the work ... but to listen and
respond to the most engaged, involved, broad minded citizens. They rarely are swayed by the anti-
group, they seek the opinions and involvement big brush citizens and retailers. They are purposefully
changing and building policies, practices, codes and decisions to make their towns pleasant places for
people ... reinvesting in the town center, disinfesting in sprawl. These people know the difference
between a green field, brown field and grey field. They know what Active Living by Design is all about.
The regional government understands and supports the building of a town center, and is not attempting
to take funds from the people at the center to induce or support sprawl. Often there is a charismatic
leader on the town board, chamber of commerce, planning board, there is an architectural review team,
a historic preservation effort, and overall good public process. Check out the web site of the town ... if
they focus on their golf courses, tax breaks, great medical services, scenic majestic mountains, or
proximity to the sea ... fail to emphasize their neighborhood schools, world class library, lively
downtown, focus on citizen participation ... they are lost, bewitched and bewildered in their own lust
and lure of Walt Disney's Pleasure Island.

Finding walkable communities is a great quest we should all make together. I have many personal
favorites. They come in all sizes. Each must be tested out using the above criteria before investing in
these places. All are in various stages of healing or becoming more diseased, often at the same time.
Generally, I like a town to be on the small side, but larger towns are on my list if they have many good
neighborhoods and villages. Some highly favored towns (Crested Butte, Colorado) have as few as 1400
people, many, such as Littleton, New Hampshire, pop 7,000) 5-15,000. A good size town that is complete
can provide good services when populated by 30-50,000 people. When towns get up to 100,000 or
more, many added services, like efficient transit, are a must to remain walkable and fun.

 My Own Search. Having worked in over 1200 communities in North America I am often asked “What is
your favorite Walkable Community?” Easy. In North America it is Victoria, British Columbia. It is the one
good great place. Since we cannot all live there … It is better that I list many places, and show a range of
quality and completeness. At the risk of leaving out towns that I have not visited, taken a liking to, yet
have forgot to include in the short moment I had to prepare this piece, I provide a partial list below of
good places to live that are Walkable Communities. Many of these places are not affordable, many are.
Many people find it essential to downsize their homes, sell one or all cars in order to rebuild their quality
of life and health.

 In some states, such as Michigan or California, there are so many towns it is difficult to decide which to
include, which to leave out. In a few states (New Mexico or Arizona) it is so hard to find a single listing
that I find a need to make a more comprehensive search there at a later point in time. Example
Walkable Communities (or portions thereof) I have discovered and returned to more than once include:


CANADA - Victoria, Vancouver, Toronto, Montreal, Ottawa, Quebec City, Halifax

NEW HAMPSHIRE - Keene, Littleton, Portsmouth, Meredith and Exeter

MAINE - Portland, Kennebunkport

VERMONT - Burlington, Brattleboro, Montpelier

MASSACHUSETTS - Boston, Cambridge, Salem

NEW YORK - New York City, Albany, Saratoga Springs, East Aurora, Huntington, Ithaca, Hamburg, Port

NEW JERSEY - Princeton

PENNSYLVANIA - Philadelphia, Pittsburgh, State College

MARYLAND - Annapolis, Kentlands, Bethesda

VIRGINIA - Alexandria, Charlottesville, Virginia



NORTH CAROLINA - Asheville, Chapel Hill, Charlotte, Hendersonville


GEORGIA - Savannah

FLORIDA - St Augustine, Winter Park, South Beach, West Palm Beach, South Beach, South Miami,
Coconut Grove, Coral Gables, Naples, Celebration, Seaside, Pensacola, Key West

TENNESSEE - Franklin

ALABAMA - Fairhope

LOUISIANA - New Orleans


OHIO - Westerville

MICHIGAN - Brighton, Holland, Milford, Birmingham, Traverse City, Kalamazoo, East Lansing, Mackinac
Island, Marquette
ILLINOIS - Chicago, Naperville

MINNESOTA - Minneapolis, St Paul

WISCONSIN - Milwaukee, Madison, Cedarburg


TEXAS - Austin, San Antonio


ARIZONA - Flagstaff


COLORADO - Golden, Ft Collins, Crested Butte, Boulder

WYOMING - Jackson

MONTANA - Missoula, Big Fork, Livingston, Bozeman


WASHINGTON - Seattle, Kirkland, Redmond, Bellevue, Olympia, Bellingham, Gig Harbor, Bainbridge
Island, Port Townsend, Everett, University Place, Langley, Issaquah, Ellensburg

OREGON - Portland, Ashland, Corvallis, Eugene

CALIFORNIA - San Diego, Coronado, La Jolla, Santa Monica, Beverly Hills, Pasadena, Brea, Whittier,
Claremont, Valencia, Carpenteria, Santa Barbara, Arcata, Chico, Mountain View, Santa Cruz, Monterey,
Carmel-by-the-Sea, San Luis Obispo, Los Gatos, San Francisco, Oakland, Berkeley, Sacramento, Davis,
Sonoma, Cotati, Petaluma, Healdsburg

HAWAII - Honolulu

ALASKA - Juneau

Finally, asked to name the two towns in America most deserving of praise for Herculean tasks they are
now performing to overcome the ills of sprawl…Sacramento, California and Charlotte, North Carolina
deserve special recognition and observation.


General Information and Scheduling

Walkable Communities, Inc. provides a variety of services to communities, large and small. The Walkable
Communities staff have helped: neighborhood organizations, traffic engineering staff, planning and
community redevelopment staff, universities, small towns (e.g. Crested Butte, Colorado; Brevard, North
Carolina; Colville, Washington), mid sized cities(e.g. Lacey, Washington; Grand Junction, Colorado,
Asheville, North Carolina), and very large cities (e.g. Las Vegas, Nevada; Seattle, Washington; Honolulu,
Hawaii). Services rendered usually include:


Customized for any length, occasion or audience, and can be developed using the broadest possible
assortment of relevant case studies, pertinent slides and presentation graphics

Training Courses (one or two-day, can be customized to meet local needs):

       Pedestrian or Bicycle Facility Design,
       Traffic Calming,
       Healthy Street Design,
       Walkable Communities

Visioning or Design Charrettes or Workshops (usually 3 to 5-day events):

Charrettes are brief, intense design sessions that address urban problems or community visions
comprehensively. All citizens who are interested in the issues or projects to be considered are placed in
a room with maps of the study area. In a few days, with the help of a team of professionals (facilitators,
engineers, planners, designers and architects), these citizens are able to draw a clear picture of the
future of their community. A more detailed description of the charrette process is given on the following

Walkable Audits:

Assist with formal or informal evaluations of walking/bicycling conditions and roadway design
improvements recommended. Generally these services are provided to planning and engineering staff,
local commissions, chambers of commerce, school boards, parks and neighborhoods.

"Day with Dan Burden" for a multitude of community development activities which might include (but
are not limited to):

       Breakfast/lunch presentations and discussions with political, business and/or neighborhood
       Staff training on various topics (traffic calming, pedestrian or bicycle facilities, intersection
        design, etc.),
       Public presentations,
       Walkable audits or walking tours (often with members of the community), or
       Traveling classrooms (bus or van tours of local streets with instruction and on-site evaluations)
       Schoolroom activities with elementary and middle school students to help with community

Other Services
Staff can support new and innovative community visions by preparing reports or entire manuals to guide
development of pedestrian, bicycling or traffic calming facilities. This service includes technical reviews
of plans and writing manuals devoted to geometrics, traffic operations, crosswalks, sidewalks, traffic
calming, school zones, downtown or other neighborhood improvements.

Scheduling Recommendations: We suggest that you pick dates at least four to six months ahead. This
lead time helps both of us with planning and marketing. Dan (and any other staff hired) work in the field
most of the time, so scheduling should be done through Dan's Assistant, Ken, in Orlando by calling toll-
free 866-347-2734. You can also check the web page calendar to determine dates available.

Walkable Communities staff can sometimes schedule audits, interviews and general presentations into
the calendar with as little as 15 days notice depending on budget and availability.

Agreements: Once you and the home office have determined your scope of services desired and
scheduled the dates needed, it is best to solidify the arrangements with a letter of understanding,
memorandum of agreement or simple letter contract. This official document can be drafted by either
you or the home office staff. If your agency requires a more complete contract, the Walkable
Communities home office staff expect you to furnish the needed documents.

Briefing Packets: It is very appreciated if local organizers of Walkable Communities services furnish
detailed schedules of activities during Dan's visits, especially if there are many activities planned. Also
local briefing packets with any maps or background information which would help Dan customize his
presentations is also appreciated. Packet maps and materials can be returned after they have
accomplished their purpose.

Charrette Guide

                           Community Guide to Conducting a Successful Charrette

Walkable Communities, Inc., is pleased to provide this guide for 5-day charrettes to assist your community in creating visions or
plans. Charrettes can be planned for any length of time, from one day to two weeks. More complex and significant projects require
at least 5-day programs to bring the strong, positive outcomes expected. The Walkable Communities, Inc. consultant staff will work
with your local community leaders staff to create strong, common visions that will be useful in developing corridors, village centers,
or community plans. This guide includes the following sections: Introduction, Charrette Participants, Suggested Schedule, Scope of
Services, Budget, Other Services and the principle Walkable Communities charrette team members.

Part One - Introduction

What is a Charrette? A charrette-style workshop is a visually engaging, interactive, and collaborative series of public
workshops, focus groups, field condition inventories and design sessions. It offers opportunities for friendly, informal discourse
and debate among community citizens, and the process achieves workable visions and solutions for specific neighborhoods or a
whole community. Town building charrettes require a minimum of five days. Preferably they include seven days of work product
development. Shorter length charrettes may be used for easily addressed issues.

Charrettes Build Ongoing Support for Community Development. A further intent of the charrette-style workshop process is
the development of a cadre of citizens and business leaders who learn ways of supporting long-term town building. A sense of
ownership in neighborhood and town development evolves from most charrettes.
Charrette Products. Charrettes can be used for anything from reaching consensus on long-term visions for town development, to
finding workable agreements on single projects. Charrettes identify short-term and long-term problems and issues, that are
important to residents and business leaders. Charrettes also identify opportunities and needs. They turn town planning from a
reactive to a pro-active process. Charrettes build both immediate and long-term solutions. Participants usually require an
immediate result. Short-term steps are outlined as part of the work product. Implementation strategies are also suggested. Policies
and principles are established for future decision making and town development. For charrettes to be successful, everyone taking
part must be active and listen to the concerns and issues of others. The community, as a whole, comes first. Project
recommendations must be based on seeking outcomes that improve conditions for the greatest number of people and provide for
the long-term health of the community.

Some short-term losses or inconveniences by individuals must be anticipated, if long-term growth and development is to occur. The
charrette process combined with other, local, follow-up actions will lead to more successful decisions and a healthier community.

Principles Applied To Decision Making. Walkable Communities, Inc. offers technical aid and process assistance to create a
common community vision. Such a vision should help resolve key land preservation, community development, economic health and
transportation systems management issues. The outside assistance will work best if a broad group of people and interest groups
take part. Each group and individual must agree to work together to reach a workable, collaborative and meaningful community

In summary, here are some essential principles on how to proceed:

(1) All visions are based on 20-year, future outcomes.
(2) Vision comes before planning.
(3) All groups need to be part of the visioning process.
(4) All citizens and residents will be impacted by these decisions.
(5) Pro-active planning needs to take place before anything is built.
(6) Reactive planning is futile and leads to muddled, senseless places and unhappy people.
(7) Every business and every citizen of every age and ability is considered in the outcome.

Organizing the Children’s Charrette. A number of charrette activities tap into the unique abilities of children. Walkable
Communities teams like to include children, because they are the ones who will benefit most from successful charrettes and
community visions. Children have insights that adults often lack, and their visions and summary reports and to the adults
sometimes help consensus building on issues that can be mired in self-interest. You will need to make arrangements (time and
place) for activities with the town’s children. Here are some suggested activities and steps.

     1.   Third or Fourth Grade Classroom Activity - Please make arrangements in advance for two of our team members to meet
          with children for a 40-50 minute activity. A classroom setting is ideal. The teacher should be present. We will be asking
          the children how they got to school that day, asking them why walking and bicycling are important to them, and asking
          them what could done to make walking better in their town. We will also ask the children to take paper and markers (or
          crayons) and draw maps from their homes to school. We discuss the results of this brief session at the end of the
     2.   Eighth Grade Classroom Activity - Please make arrangements in advance for two of our team members to meet with
          children for a 40-60 minute activity. We will need to organize the class into groups at tables with 4-6 students per table.
          Large 1:100 scale maps of town, tracing paper and marking pens are needed. We will ask students to give us their advice
          on where parks, trails, stores, and new public buildings and facilities should be located and to summarize their ideas on
          map overlays of town.
     3.   Children’s Mini-Charrette - Please arrange through several local churches, parks and recreation or other community
          programs to recruit 15-25 children that can work on more extensive town development projects. Children will be
          interviewed, assigned to small work groups according to age. They will help map the town of their dreams. The children
          will present their findings to the adults on the evening of day five of the charrette. We will need to recruit one or more
          adults who work with Parks and Recreation or church groups to be present to assist with the program. One or two of our
          staff will oversee this mini-charrette.

Part II Charrette Participants and Suggested Schedule
Recommended Participants. The sponsoring community must do most of the lead work and most or all of the follow-up work to a
charrette. The charrette staff, like doctors, are there to identify symptoms and opportunities. Experience has shown that knowledge
of local conditions and needs and the spirit and passion to create better communities, already exist in the towns that we assist. Our
role, as facilitators, is to tap into the wealth of local knowledge, to remind people that they know best what to do, and to give them
the courage to move forward. Successful charrette plans or visions require a "buy-in" from all players in the community. Here are
some suggested interest groups to include and involve.

         Community Development
         Economic Development
         Parks & Recreation
         Transportation and Transportation Services
         Emergency Responders
         School Administrators
         Church Leaders and Social Workers
         Children and Teenagers Neighborhood and Political Leaders
         Others

We urge communities to invite additional local talent.

Local Design Team Volunteers. We urge local citizens to join the team. These people must have talent and time and be willing to
work on products such as renderings, drawings and sketches to help create community vision. If you have other consultants, such
as transportation or environmental engineers, planners or development staff, who you wish to be trained or gain experience from
the input of citizens and work groups, they are welcome to join the charrette design team as volunteers. With past charrettes we
have found the people from the following professions willing to contribute time to the charrette process:

         Architects
         Civil and Transportation Engineers
         Landscape Architects
         Neighborhood and Business Leaders
         Environmental Scientists
         Computer Graphic Specialists

Common Charrette Participants. This list is not exhaustive. Please add to it and attempt to get the broadest representation of
folks to take part in one or more sessions:

         Town/City/County Staff                                                   Health & Fitness Organizations
         Local Merchants/and or Chamber of Commerce                               Civic & Garden Clubs
         Downtown Merchants' Associations                                         City Council & County Commissioners
         Other Business Leaders Manufacturers, Distributors, Other                Planning Commissioners
          Related Businesses                                                       Emergency Responders
         Neighborhood Associations                                                Church Leaders and Social Workers
         Economic Development Groups                                              Groups representing people with disabilities
         Conservation & Environmental Organizations                               Neighborhood Leaders
         School & Youth Organizations                                             Regional Transportation Representatives
         Bicycle, Walking, Other Outdoor Organizations                             (including area MPO)

In some cases prominent leaders or staff from nearby communities, who need to working with your community on regional issues,
can benefit from participation in the charrette. This benefit is especially true on key economic and transportation issues. Be sure to
invite those people you feel you will want to work with most in the future.

Note: Would the community like us to make presentations to local civic clubs during our stay? We could ask for problem
identification from these groups and possibly distribute a survey form at these meetings. If you are interested, please schedule
Proposed Schedule of Activities

This schedule will be modified, based on your needs. Please make changes and publish widely for the greatest level of participation.

Travel Day

Arrival of out-of-state team from noon to 6:00 p.m. at airport, share a rental car and drive to lodging

Day One

   7:30 am           Team Organizational Meeting
   8:30 am           First Focus Group Meeting with community staff and political leaders

                     First 45 minutes: Common Session & general discussion on desired outcomes of charrette
                     Second 60 minutes: Breakouts for Individual Topics

                     Group One: Community and Economic Development
                     Group Two: Transportation

                     Third 60 minutes: Breakouts for Individual Topics

                     Group One: Downtown Development
                     Group Two: Neighborhood Development
   12:00             Lunch with Chamber of Commerce or business leaders (can be box lunches, or deli platter)
   1:30 pm           Second Focus Group Meeting with emergency responders, police, sheriff staff, fire & ambulance personnel
                     Third Focus Group Meeting with Schools: school administrators, school transportation director, PTA/PTO
   2:30 pm
                     organizations, school board, safe kids coalition, local safety council.
   3:30 pm           Focus Group Session with Local Retailers
   4:30 pm           Preparation for Evening Workshop
   7:00 pm           Evening Workshop - Local Sponsor provides refreshments

   Day Two
   7:30 am           Staff Briefing
   8:30-10:00 am     Field Trip (please arrange bus transportation for number you anticipate participating)
   10:00 am          Break
   10:15 am          Technical Briefing and Brainstorming for Community
   12:00-1:00 pm     Box Lunch, catered for team only. Set up design work tables - requires a table for each group of eight
                     (generally 30-90 citizens take part in this design session). Assign design team facilitators and coordinate
   1:15-5:00 pm      Table Design Workshops for community
   1:15 – 4:30       Children’s Charrette for community design
   4:30 – 5:30       Presentations to entire group
   5:00 - 5:30 pm    Briefing with community staff

   Day Three
   7:30-8:30 am      Consultant Team Briefing
   9:00 am           Consultant Design Team works on report of findings

   Day Four
   7:30-8:30 am      Consultant Team Briefing
   9:00 am           Design Team continues work with staff and other professional volunteers

   Day Five
   8:00 am           Design Team continues work to complete report
   2:00 pm           Staff briefing
   7:00-8:30 pm      Final Charrette Presentation with community response and fine tuning. Local Sponsor to provide
   9:00 pm           Debriefing with community staff
   End of Charrette

Part III Scope of Services, Budget, Other Services

Scope of Services. Walkable Communities will provide the following services and work products. All work will be completed during
the charrette. Follow-up work is available at added cost. The following six elements will be included in the quoted price.

Focus Group Sessions. Walkable Communities, Inc. will conduct 4-8 focus group sessions (60-90 minutes each). Please see the
agenda and consider adding any of these groups as representatives:

         Retail Representatives, one or two geographic areas
         Elected Leaders (city council, planning commission)
         Community Staff
         Neighborhood Leaders
         Emergency Responders
         School Administration
         Council of Churches, other social services
         Environmental Groups

2. Visual Preference Survey. The Walkable Communities, Inc. team will create, score and print a visual preference survey to set
a working image for basic community building blocks. Participants will be asked to score 10-18 elements that will help develop a
town code. Residents will have an opportunity to score key images during the work sessions or informally at the library during the
week. Children will also be asked to score their preferences. Based on community interest, further focus group visioning sessions
will be held. Four to six options per topic will be included. At least 50% of images will be from the Pacific Northwest, with many
images from towns of similar size and scale.

Key Elements for Scoring include:

         Single Family Neighborhoods, housing types and densities
         Multi-Family Neighborhoods, housing types and densities
         Downtown Commercial (town center)
         Building types (general commercial)
         Building types (mixed use, residential)
         Building types (big box, other franchise)
         Entertainment District buildings
         Parking Lots and parking garages for town center
         Building setbacks for commercial and residential
         Village style or plaza commercial
         Parks, open spaces, trails (size, location)
         Sidewalks, setbacks, nature strips
         Signage, highway beautification projects
         Streetscapes, neighborhood size, scale, length of blocks
         Streetscapes, principle highways
         Hotel/motel, bed & breakfast, other lodging

3. Open Community Forum. Provide open forum on day one, continued on day two.

         90 minute visioning session
         30-45 minute brainstorming
         What will community be in 2020? (Vision Statement Exercise)
         Other activities (visual preference survey)
Design Workshop. Provide design workshop (day two).

         Facilitated group discussions and report by each group
         Workshop will be videotaped
         Hands-on design of town by local residents and citizens
         Placement of town center, prominent buildings, commercial districts, parks and open space, streets, and neighborhoods

Community Development Training. Walkable Communities, Inc. will provide 3-6 training sessions (one or two topics per
evening; concurrent sessions possible). These training courses are important implementation steps. Ownership of the results of the
charrette will be enhanced through training sessions. We will add these topics if you schedule the training.

         Transportation Systems, Street Guidelines
         Land Use, Sustainable Development (residential)
         Land Use, Sustainable Development (commercial)
         Children’s Involvement
         Citizen Planning
         Town Planning, Civic Buildings
         Town Planning, Implementation

Staff and Elected Leader Briefings. In order to assure coordination and success of the charrette, the principal facilitator, or his
assistant, will provide staff and elected leadership briefing sessions:

         At start of charrette
         Before final presentation
         Follow-up meeting at end of charrette

Work Products to be Delivered at End of Charrette   . In addition to the above activities the following will be provided:

         Printed Visual Preference Survey (8-20 pages)
         Printed Visual Statement and Report (20-40 pages)
         Outline of Street Development Guidelines (10-15 pages)
         Outline of Transportation System (conceptual) (5-10 pages)Outline of Community Vision (conceptual) 5-15 illustrations
          and renderings, (sketches only)
         Videotape of community design table presentations
         Videos of other key meetings

Any other services, such as follow-up writing of town code, or other assistance must be arranged for additional fees. This
arrangement for added services can be made at any time.

Services, Facilities and Products to be Provided by Community:

- Building for community involvement workshops with 125-200 seats in one room. This room needs to be fully darkened for
presentations (i.e. Armory, large assembly hall, church, high school, etc.)

- 2 Kodak Carousel Projectors with zoom lenses, spare bulbs

- 2 six foot projection screens, or large blank white wall

- 2 extension cords with multiple outlets

- Staff person or fully dedicated local volunteer to serve as a contact for local coordination. This will include 40-80 hours of work
before, during and after the charrette- 10-20 standard size work tables to seat 8 people
- Chairs for all participants

- Community staff handles all marketing (samples to be sent by Walkable Communities, Inc.)

- Community supplies any historic photos or illustrations, if available

- Community assembles briefing packets that includes maps, ADT’s, land use, county and state codes, copy of growth management
act, and other appropriate background literature (2 weeks before charrette) (5 copies) Please mail direct to our staff (see addresses

- Community obtains any aerial photos to cover region (1:100 scale preferred)

- Community obtains other working documents of intersections, sample developments (current and proposed)

- Community to provide an assistant to perform tasks that assist the team, such as running film to the nearest E-6 processor,
securing local information, setting up for the events, etc.

- Community provides a quality scanned image of the greater town area aerial photo that is saved in a ".tif" file format.

- Community provides any other graphics, such as town seal, that they would like imbedded in the final working document

- Community specifies the format of the word program needed for final products. Unless otherwise specified, all work products will
be in Microsoft WORD 97, PageMaker 6.5, Photoshop 4.0, or Lotus Freelance programs. Walkable Communities, Inc. will provide
slides, print and electronic formats for all final work products.

- A studio to conduct work and safely store equipment (12’x 20’ or larger). This space can be several rooms. Work-space is needed
for a minimum of 8 people working at a variety of tables.

- Copy machine (enlarge and reduce drawings)*
- Fax machine
- Printer (Laser quality)
- PC Computers (2 or more)
- Paper, supplies for above
- Plotter is desirable, but not essential

***Please make suggestions for convenient motels or other area lodging

Optional Services. Consultant staff and area volunteers are also available for follow-up work to develop additional products.
These elements can be added through discussions with consultant staff and volunteers before and after the charrette. All work is
highly customized. In addition to the above basic services, the following items can be contracted:

- Land Use Planning Code Recommendations ($720 per day)
- Additional renderings ($450 per day)
- CAD services or other engineering drawings ($450 per day)
- Follow-up key street engineering guidelines (site specific, conceptual) ($720 per day)
- Future training courses ($1,000 per day, plus expenses)

Compensation for Services. Compensation for our principal staff members is $1,000 - $1,200 per day per person PLUS expenses.
This rate assumes a guarantee of five days of work per staff member. Optional staff can be provided.
We also request a $3,000 expense budget to pay direct costs for associated charrette activities and assembling the vision plan.
These costs include shipping workshop supplies, mailing, extensive color printing, mounting materials, graphics materials, and
related materials and services.

Budget Summary

   3 professionals x 5 days @ $1,000/day                                            = $15,000
   Direct travel costs for above team (estimated)                                   = $ 2,800
   Costs for optional or volunteer teams (rooms, meals, travel; estimated)          = $ 3,000
   Direct expenses for preparation, shipping, photos, phone, color copies,          = $ 3,000
   materials, supplies, printing of 8 document copies (estimated)
   Total for all of the above basic services                                        = $23,800

*Note: Charrettes can be organized with one or more Walkable Communities staff, and for any length of time to
accommodate your specific needs and budget constraints.

Part IV — Charrette Team Members

To help establish a workable plan, Walkable Communities, Inc. will provide three nationally-known specialists to conduct the
charrette: This team includes a town planner (Ramon Trias), transportation engineer (Michael, Wallwork, P.E.) and a principle
facilitator, photographer and planner (Dan Burden). Copies of their CV’s/resumes are provided.

As a special, low-cost feature for your charrette, Walkable Communities, Inc. is able to provide three professional volunteers, who
have extensive regional background. They will contribute knowledge and experience in effective place making in keeping with the
unique qualities of Pacific Northwest. The names and backgrounds of these experienced professionals is added to our consultant
team list.

Put Charrette Checklist up for download


Cost of Services

As a general guide, professional fees for services and courses are as follows:

Staff Cost:

$2,500 per day (includes Dan's professional time and administrative support) plus direct expenses
(travel - airfare and car rental - lodging, and meals). We are trying to keep costs at affordable levels, but
we must cover overhead, staff travel time, expense to remote locations and additional taxes. More
affordable rates can be negotiated when multiple days are purchased in the same area. It is a good idea
to work with contacts in neighboring communities to schedule a series of events to reduce costs.

Charrettes and some training courses require more than one staff member, and the above cost schedule
applies. Staff cost rates are negotiable, based on concurrent engagements, travel, ease or difficulty to
reach your location and other factors. If state taxes apply to out-of-state consultants, please add an
additional $100 per day.

What you receive:
(1) You will be provided with camera-ready masters for all training manuals and visual aids. These items
will be shipped in time for you to receive them 30 days before your event. Make as many copies as you
wish. Please return the master copies.

(2) We will provide you with camera ready or electronic files of brochures to help you market your
workshops, presentations or courses. The example brochures in this packet can be easily amended with
your specific informational needs.

(3) Copies of slides or videos shot in your community, if any, can be provided to you.

(4) Course evaluations or final reports with recommendations made as a result of walkability audits will
be provided.


Advance estimates for travel and per diem costs can be provided. Invoices will be mailed upon
completion of work for the total amount mentioned in the letter of agreement less any advance
deposits made. Payments are requested within 30 days of invoice. Make all payments to Glatting
Jackson Kercher Anglin Lopez Rinehart, Inc. and send to 120 N. Orange Ave., Orlando, FL 32801.

Insert Download Agendas

To top