Robert Rauschenberg owned over 20 acres of land in Captiva Florida and a number of homes by virtue of his interest in maintaining a low density and historic fabric of the island.  When the land transferred from the estate to the Foundation, we evaluated the options for this property and determined the highest and best use was to create an artist residency for up to 10 artists and collaborators at a time for 5 week sessions.  The Rauschenberg Residency builds on the legacy values of collaboration, experimentation and risk taking in artistic practice and a spirit of generosity which defined Robert Rauschenberg.  This program had a soft roll thru a series of pilots then established a map for each home's (re)use to accommodate a variety of disciplines and residents. Well managed by on-site and off -site staff and residents chosen thru a rotating selection of confidential selectors to ensure diversity of practice and global practice.  This opportunity to make a place is best described as "how to capture and share the spirit of the artist thru re-use of their home and studio".  

Creating the Philip Johnson Glass House as a public site illustrates 3 case studies:  How to define a new business model for historic house museums; How to create a center for Modern preservation principals for the National Trust for Historic Preservation (NTHP); and how to create a unique experience within the original owner's legacies in a private neighborhood.  MacLear's role as the inaugural director was to develop the strategy, staff, programs and financial capacity to convert a 47 acre site with 14 buildings from private to public.  We built out a visitor center, established tour operations for 5 consecutive sold out seasons.  Programs focused on the legacy of mentorship and fostering new talent by bringing art, architecture and design leaders from around the world to host dialogues.  The Glass House became the Center for Modernism for NTHP by surveying 100+ modern homes in New Canaan to help build a field card now including Modern architecture measures.  We purchased surrounding property to preserve the view shed and  worked to develop scholarship on modern preservation thru each site project.  

MacLear was hired to work for 3 Chicago museums:  the Field, Shedd and Adler to represent their Boards to the Mayor's office thru the relocation of Lake Shore Drive and the creation of a lakefront park.  This large scale urban project involved state and federal transportation authorities, the Convention Center, Stadium and the Chicago Bears team as well the museums in coordinating this new park thru Mayor Daley's office.  As the base of the future Millennium park, the Museum Campus was a test for how parks could be enhanced through public-private partnerships.  We tested coordinated trolley systems, cross-museum visitor programs, public art, programs envisioned by Second City co-founder Bernie Sahlins and annual fundraising which enhanced versus cannibalized each museum's efforts.  

MacLear served as one of the first dozen team members to lead the strategic planning and partnerships for Disney's new town, Celebration outside of Orlando Florida.  Based on Walt Disney's original inspiration for the Experimental Prototype Community for Tomorrow (EPCOT), Celebration was early to integrate a fiber optic connection between the health center, homes, school and all civic buildings.  With a vision to create a town where new urbanism concepts could facilitate community and technology integration could foster innovation - we forged partnerships with AT&T and Knight Ridder, GE and C.Everett Koop, Stetson University and Howard Gardner.  Town design was lead by Robert A.M. Stern and Jacque Robertson and included buildings by Philip Johnson, Cesar Pelli, Michael Graves, Robert Venturi & Denise Scott Brown.

The Cleveland Clinic is a world renowned medical center - yet "place-making" is more often about a visitor's experience versus the sheer physical campus.  MacLear worked with CEO Dr. Floyd Loop and the Studer Group to integrate patient experience programs and measures which tied back to a broad CCF wide HR annual review systems.  This devotion to all-staff adoption lead to a Patient Experience Summit, lead by IDEO, for all physicians which continues to this day.  As patient centered technology was being introduced, we integrated patient records and cross medical team coordination for improved outcomes.  Finally, MacLear assisted with the expansion considerations in regional and global locations with an eye on patient and visitor experience.