The Dishnica Company, LLC


Bio & Experience


As a member of the Urban Land Institute, Rick Dishnica has been a member of the following advisory services panels as well as participating in the creation of "ten principals for successful development around transit" and has taught the ULI's 'multi-family development' class.

There are 6 panels:

Hollywood, Florida 1998

The panel's assignment was to advise the CRA on how to proceed through the next phase of development while considering residential and office markets within an overall vision for downtown. The panel's efforts focused on the CRA district, a 600-acre tract in the downtown core encompassing commercial, residential, and light industrial uses. The most evident and troublesome element of the CRA district is Young Circle, an unwieldy rotary centered around an under used ten acre public park. U.S. Route 1 and Hollywood Boulevard, the primary means of ingress and egress through the city, converge at Young Circle. In addition, the area surrounding the circle has become Hollywood's primary commercial district. Unfortunately, the node does not function as effectively as it could while many of the lots surrounding the circle form lost space. the city has spurred a $2 million mixed-use redevelopment project on the circle; however, neglect, lack of traffic management, and a hodgepodge of buildings that have sprung up over the years have left the core area without a clear identity that, unless remedied, will continue to put Hollywood at a disadvantage compared with other niche communities such as Fort Lauderdale.

Richardson, Texas 2000

The city of Richardson asked the ULI panel to examine the unique opportunities for transit-oriented development (TOD) and/or redevelopment in the vicinity of its five planned Dallas Area Rapid Transit (DART) stations - Spring Valley, Main Street, Arapaho Center, Galatyn Park, and 190. The panel approached this assignment recognizing that it must recommend development strategies that would maximize opportunities around these station areas while preserving, reinforcing, and enhancing the city's unique neighborhood characteristics.

Birmingham, Alabama 2002

The panel's assignment was to advise the city on its strategy for a downtown master plan. The city's overarching goal is to build a vibrant and thriving city center. The panel was asked to address a variety of questions, including the following:

  • Which markets should private investment and public policy be targeting in the city center, given the existing amenities, employment base, housing, and transportation?
  • What opportunities exist to think about the most significant current projects in a way that leverages their outcomes most effectively for city center development?
  • What type of strategic approach should the city take? Should the city center be organized in fewer geographic-based areas for the purpose of design review and redevelopment approval? Would doing so allow the city to better coordinate and facilitate public and private development?
  • What type of tactical approach should the city take? What is a rational strategy to provide new parking and make better use of existing parking to encourage redevelopment?
  • What approach should the city and its partners take in their 2002 update of the city's master plan?

    Jackson, Tennessee 2003

    On the evening of May 4, 2003, Jackson, Tennessee, was hit by a series of tornadoes that were to change the face of the city forever. The storms severely damaged downtown and the East Jackson neighborhood, destroying millions of dollars worth of property and displacing hundreds of people from their homes and offices. But the people of Jackson saw this as an opportunity to rebuild their city, to create a city that would be even better that the one in which they lived and worked on May 3. They have proactively pursued grants and other sources of funding, and asked ULI to convene an Advisory Services panel to address redevelopment opportunities for the downtown and East Jackson neighborhoods.

    Denver, Colorado 2004

    The city believes that an opportunity exists to improve both the courts and the jails through the development of a justice center that combines a downtown jail and court complex. The criteria for a new facility changed and the city now seeks a new pre-trial detention facility as well as 32 criminal and 11 juvenile courtrooms. The panel was asked which site concept makes the most sense in terms of cost/benefit, long-term growth potential, land use context, public and employee safety/privacy and long-term operating costs. A description of the two alternatives follows:

  • Build a new justice center complex including pre-arraignment and pre-trial detention (PADF) and full courts complex at the Rocky Mountain news (RMN) site; retain modified post-trial detention facility at Smith Road (Reilly Johnson plan)
  • Renovate existing facilities at Smith Road County Jail, downtown PDAF/City Jail and new courts complex downtown (CBD group)
  • None of the above - seek an unidentified third site within 10 miles of downtown.

    Tustin, California 2006

    The city of Tustin engaged ULI to address several issues and opportunities:

  • Identify infill development opportunities
  • Expansion of residential and commercial revitalization activities
  • Suggest market based revitalization strategies
  • Provide input on regulatory policy enhancements

    The panel recommended design principles to be implemented for the preservation and improvement of already built out residential areas within West Village and the Southern Gateway neighborhoods. It also identified the potential for redevelopment at higher densities and height (5 stories) within the Center City and Newport Avenue Corridor neighborhoods.

    The panel identified the need for a community communication tool and a process for neighborhood planning. Finally, the panel recommended that a community development corporation be established to facilitate the implementation of redevelopment in the targeted areas.

    Ten Principles Article 2003:
    1. Make It Better with a Vision
    2. Apply the Power of Partnerships
    3. Think Development When Thinking about Transit
    4. Get the Parking Right
    5. Build a Place, Not a Project
    6. Make Retail Development Market Driven, Not Transit Driven
    7. Mix Uses, but Not Necessarily in the Same Place
    8. Make Buses a Great Idea
    9. Encourage Every Price Point to Live around Transit
    10. Engage Corporate Attention



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