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Ähnlich wie ULI in Action on Transportation and Infrastructure: A Catalyst for Sustainable and Competitive Regions (Stephen Friedman) - ULI fall meeting - 102611 (20)
ULI in Action on Transportation and Infrastructure: A Catalyst for Sustainable and Competitive Regions (Stephen Friedman) - ULI fall meeting - 102611
1. Infrastructure
Initiative
ULI Chicago
ULI Chicago Infrastructure Initiative
2011 Fall Meeting
October 26, 2011
2. Resources
• Committee: 3 co-chairs, 48 members representing interdisciplinary
land-use experts from the public, private and non-profit sectors.
• Staff: National and local support, 2 cohorts of summer interns
Objectives
• Model ‘game changing’ infrastructure
• Integrate land use in local infrastructure decision-making
Enhance global competitiveness
Support positive development patterns in the region and
communities
Increase economic and land use opportunity
3. Game Changers Model
• Criteria and process to compare and evaluate proposed infrastructure projects
Criteria Process
1. Economic Competitiveness Step 1. Select a region, sub-region, or district.
2. Opportunity Step 2. Scan planned infrastructure projects for the
selected area.
3. Environmental Sustainability
Step 3. Evaluate projects according to criteria.
4. Support
Step 4. List priority infrastructure projects and land use
5. Funding and Financial Feasibility implications.
Step 5. Conduct research and outreach.
Step 6. Document final projects and ULI land use
recommendations.
6. Products
• Game Changers Model
• 2 Reports
• 22 Project Summaries
• Outreach Series
• Media Attention
• Urban Land Article
• Interactive Web Presence
7. Outreach
• 12 presentations to civic/public organizations (400 people)
• 3 region-specific, partnership outreach events (445 people)
• Board, Sponsors and Trustee mailing (60 people)
• Media Strategy & Urban Land Article
8. Outcomes
Game Changers Conceptual Framework
At the table with message of Land Use and Infrastructure
• Deep involvement in Governor’s O’Hare Task Force
• Engaged with OECD study on multi-state economic productivity
• Partnership with Regional Development Authority (Indiana)
Forging connection between infrastructure and business community
• Real estate creates envelope
• Impact of infrastructure projects on business operations
• Partnership with Chamber of Commerce to engage business community
9. Co-Chairs:
Stephen B. Friedman
SB Friedman Development Advisors
sbf@sbfriedman.com
Gregory Hummel
Bryan Cave, LLP
Gregory.Hummel@bryancave.com
Paul Shadle
DLA Piper LLP (US)
Paul.Shadle@dlapiper.com
For more information:
Cindy McSherry
Executive Director
ULI Chicago
Cindy.McSherry@uli.org
http://Chicago.uli.org
Hinweis der Redaktion
A bit of background:In 2008, Chicago was selected by ULI National as one of four District Councils to adopt a 3-year Infrastructure Initiative. ULI Trustee James Curtis endowed the Curtis Infrastructure Initiative and charged local District Councils to implement a program to integrate and/or improve local decision making surrounding land use and infrastructure.ULI Chicago created a committee and integrated the infrastructure initiative into our program of work. 48 very committed members!
The first step in creating the model to prioritize investment and tie land use to infrastructure investment was to convene the committee in a 2-day summit to coalesce around a set of criteria to evaluate infrastructure projects. Economic competitiveness: the extent to which the proposed project enhances the economic competitiveness of the entire Greater Chicago region (the tri-state metropolitan area) through increasing the efficiency, productivity, or attractiveness of the entire region. Examples include significantly reducing freight or passenger travel times, expanding freight capacity, removing significant infrastructure barriers to regional development, or developing significant amenities that boost the attractiveness of the region. Projects considered significant for economic competiveness have to potential to attract capital investment and jobs to, or to stem the loss from, the Greater Chicago region. Opportunity: the extent to which the project provides economic or quality of life opportunities for the communities or neighborhoods most directly affected by the project or for other underserved populations. Opportunity includes improved access to jobs and education. Environmental Sustainability: the extent to which the proposed project improves the quality of the environment, including but not limited to, improving environmental quality by reducing carbon emissions, protecting identified natural areas, promoting the more efficient use of water resources, and reducing water or air pollution, etc. Support: the extent to which the project has support from elected officials, key agencies, major stakeholders and perhaps even the general public. Examples of evidence of support may be found in formal resolutions; capital improvement programs; public statements; endorsements of applications for federal, state, or other outside funding; joint agreements or collaborative efforts to address land use associated with the project; and referendums for tax increases or bond issues. Examples of evidence that may indicate a lack of support include public statements in opposition or calling for further study and lawsuits challenging the project. Funding and Financial Feasibility: the extent to which funding sources have been identified to cover project costs and the potential for the project to attract private sector investment in the form of public/private partnerships.
The first thing the committee determined is that, in order to improve local infrastructure decision making, we need to model an approach to decision making that prioritizes smart investment infrastructure and supports sustainable growth and development.… Then we can test the model in spatial areas around the region.… Then we can share our findings with the decision makers.