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p4 Performance Measures: Reformulating Sustainable Development in Pittsburgh

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The p4 Performance Measures (Measures) are based on a central unifying framework—People, Planet, Place, and Performance—that is intended to create a new sustainable, innovative, and inclusive model for development and design, which will establish Pittsburgh as a “city of the future.” www.p4pittsburgh. org This course will provide background on the process that was utilized to develop the Measures. Through that process, a diverse group of stakeholders was engaged and contributed to the final set of metrics contained within each of the twelve Measures. Multiple opportunities for synergy with existing systems and initiatives were also identified and integrated into the Measures. Through these efforts, learn about the process and intent behind the development of Pittsburgh’s p4 Performance Measures and their expected impact on decision-making in Pittsburgh. The Measures are well positioned for success; however, much work remains to advance widespread use and adoption. This course will delve into a few of the challenges to implementation that were identified during the process, and how the City and others are working to address these bigger, system-wide issues. It will also focus on a few of the less-quantifiable Measures—Community, Opportunity, Innovation, Design—to consider how these very important aspects of sustainable development can be fostered to further support the p4 vision.

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p4 Performance Measures: Reformulating Sustainable Development in Pittsburgh

  1. 1. p4 Performance Measures AIA Pittsburgh #A217 Rebecca Flora April 5, 2017 Reformulating Sustainable Development in Pittsburgh #P4_BP17
  2. 2. AIA Build Pittsburgh April 5, 2017 Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request. This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation. 2
  3. 3. AIA Build Pittsburgh April 5, 2017 The p4 Performance Measures is one of several p4 initiative projects that advance the initiative’s vision through the p4 framework. Launched in the fall of 2015, the p4 Performance Measures were completed and released at the 2nd p4 Conference in October of 2016. To learn more about the p4 initiative visit the website: www.p4pittsburgh.org 3
  4. 4. AIA Build Pittsburgh April 5, 2017 This course will provide background on the process to develop the Measures – the engagement of a diverse group of stakeholders that contributed to the final set of metrics contained within each of the twelve Measures. Multiple opportunities for synergy with existing systems and initiatives were also identified and integrated into the Measures. It will also focus on a few of the less- quantifiable Measures – Community, Opportunity, Innovation, and Design – to consider how these very important aspects of sustainable development can be fostered to further support the p4 vision. The Measures are well positioned for success; however much work remains to advance widespread use and adoption. This course will delve into a few of the challenges to implementation that were identified during the process, and how the City and others are working to address these bigger, system-wide issues. 4 Course Description The p4 Performance Measures (Measures) are based on a central unifying framework – People, Planet, Place, and Performance – that is intended to create a new sustainable, innovative, and inclusive model for development and design, which will establish Pittsburgh as a “city of the future.”
  5. 5. AIA Build Pittsburgh April 5, 2017 Objective 2 Take a deeper look at some of the ’less quantifiable’ p4 PERFORMANCE MEASURES – Community, Opportunity, Innovation, and Design – and learn about the ways they may be used to influence greater, lasting benefits from public and private investments. Objective 3 Gain insight into the challenges and synergies at play in the IMPLEMENTATION of the Measures, and how to use the Measures to improve design and development practices. Objective 4 Understand how to apply the Measures IN PRACTICE for design and development. 5 Learning Objectives At the end of this course, participants will be able to: Objective 1 Learn about the PROCESS & INTENT behind the development of Pittsburgh’s p4 Performance Measures, and their expected impact on decision-making in Pittsburgh.
  6. 6. Objective 1Process & Intent Sustainable Development recognizes that growth must be both inclusive and environmentally sound to reduce poverty and build shared prosperity for today’s population and to continue to meet the needs of future generations. It must be efficient with resources and carefully planned to deliver immediate and long-term benefits for people, planet, and prosperity. Source: The World Bank
  7. 7. AIA Build Pittsburgh April 5, 2017 ”Create a quantifiable system of metrics that would inform and improve decision-making on public investments in development projects in the City.” -Mayor William Peduto 7 Process & Intent
  8. 8. AIA Build Pittsburgh April 5, 2017 Performance Measures Committee Kevin Acklin co-chair Andrew McElwaine co-chair Malik Bankston Marteen Garay Ray Gastil Presley Gillespie Court Gould Robert Gradeck Steven Guy Debra Lam Majestic Lane Mark Minnerly Christine Mondor Ivette Mongalo-Winston Rich Overmoyer Aurora Sharrard Lou Stempkowski Craig Stevenson Sam Williamson 8 Project Structure
  9. 9. AIA Build Pittsburgh April 5, 2017 Project Components: ␥ Prioritization of Focus Areas > Measures ␥ Identification of Metrics within each Measure ␥ Equal weighting of all Measures : 10 points ␥ Alignment with existing & planned City initiatives ␥ Regular webinar updates for stakeholders throughout the process ␥ Testing and validation of the Measures ␥ Developer roundtables ␥ Online Survey 9 Project Process
  10. 10. AIA Build Pittsburgh April 5, 2017 ␥ Project Teams ␥ Evaluators • Public Agencies • Funding Entities • Stakeholders ␥ Practitioners ␥ Community Organizations 10 Potential Users
  11. 11. Objective 2p4 Performance Measures
  12. 12. AIA Build Pittsburgh April 5, 2017 Components of each Measure include: ␥ Intent ␥ p4 Benefit ␥ Metrics ␥ Metric Methodology ␥ Documentation ␥ Existing References & Standards ␥ Example Strategies ␥ Definitions 12 Measure Components
  13. 13. AIA Build Pittsburgh April 5, 2017 The following describes the aspects of the scoring system. 13 Scoring of Projects ␥ Metrics: Each Measure is allocated 10 points, with the point distribution across a set of metrics. ␥ Weighting: Each Measure has an equal number of points; however, organizations may choose to employ and weigh these Measures differently to meet their organizational priorities. ␥ Baseline: While none of the Measures are intended to be individually required (they are all optional), some Measures have baseline requirements should that Measure be pursued for points. ␥ Thresholds: Some metrics within the Measures have set a level of performance or achievement expected to score in that metric.
  14. 14. AIA Build Pittsburgh April 5, 2017 The following provides guidance on how to utilize the Measures within varying situations. 14 Variations in Projects ␥ Location: Metrics within some Measures make use of the Market Value Analysis tool (MVA) to provide a mechanism to facilitate focus and investment in areas that need it most. ␥ Scale: Metrics can be applied to any project, though it is recognized that economies of scale make strategies in some Measures more affordable and easier to implement for larger projects. Therefore, projects should be evaluated individually or against similar projects (scale and type) to balance out differences. ␥ Typology: Similar to scale differences, project types will also vary (housing, commercial, market-rate, subsidized, etc.), therefore grouping for evaluation and comparison by project typology is also recommended.
  15. 15. AIA Build Pittsburgh April 5, 2017 15 Intent of the Measures Community. Engage the community early to understand needs and align development interests. Opportunity. Drive economic prosperity through equitable development that generates wealth and ownership positions for disadvantaged populations. Economy. Leverage and target public investment to strengthen weak local markets and stimulate private investment. Housing. Provide diverse, affordable, and healthy housing options to prevent displacement and create diverse, stable, and healthy communities. Land. Reactivate abandoned, derelict, distressed, and inactive lots to return them to productive uses, combat blight, and generate revenue. Public. Activate and extend the public realm to provide quality indoor and outdoor spaces for all to safely use and enjoy. Connect. Prioritize development that enhances and expands transportation options to improve public access to jobs and community resources. Rainwater. Manage rainwater to minimize impacts and reuse as a resource. Air. Provide high quality air to create healthy ecological systems. Energy. Reduce the built environment’s energy consumption and climate impacts by improving building performance and providing renewable resources. Innovation. Advance and foster new ideas to drive market leadership and stimulate creative solutions to complex urban challenges. Design. Promote excellence in design that instills local identity, reflects lasting quality, and integrates best practices.
  16. 16. AIA Build Pittsburgh April 5, 2017 16 Community Engage the community early to understand needs and align development interests. Community Metrics The metrics for this area reflect incremental steps from a basic level of engagement through joint development of an outreach strategy (1 point) to a robust partnership with the community (10 points). ␥ CM.1 Active Outreach & Engagement – up to 4 pts ␥ CM.2 Community Participation & Partnerships – up to 6 pts Measure Definitions: ü Community ü Community Outreach Strategy ü Recognized Community Organization (RCO) ü Accepted Community Plan ü Community Equity Investment Partnership ü Community Benefits Agreement (CBA) ü Community Based Organization (CBO) ü Community Development Corporation (CDC)
  17. 17. AIA Build Pittsburgh April 5, 2017 17 Community ␥ CM.1 Active Outreach & Engagement – up to 4 pts • A Community Outreach Strategy has been developed in collaboration with RCO(s) and/or other established community organizations? • The project team held open public meetings to seek early input on the design and implementation of the project? • The project received a formal endorsement from a RCO, and/or interim equivalent that is widely acknowledged by the community? • The project plan is in alignment with an Accepted Community Plan, or an interim alternative that has been supported by the community? ␥ CM.2 Community Participation & Partnerships – up to 6 pts • The project includes employment or business opportunities for members from the local community? Or, the project has received at least 2 points in the Opportunity Measure? • RCOs and/or other established community organizations have a community equity investment partnership position in the project or other mechanism to create shared risk and return? • There is a long-term community investment plan, or Community Benefits Agreement that the project owner has entered into with the community? expanded
  18. 18. AIA Build Pittsburgh April 5, 2017 18 Opportunity Drive economic prosperity through equitable development that generates wealth and ownership positions for disadvantaged populations. Opportunity Metrics As a baseline requirement, all projects should meet existing DBE related standards applicable to the reviewing agency. The Opportunity measure is a hybrid of both quantifiable metrics and qualitative documentation that demonstrates a commitment to participation in the creation of lasting, quality opportunities. ␥ O.1 Construction Opportunities Created – up to 4 pts ␥ O.2 Permanent Opportunities Created – up to 6 pts ␥ O.2A Alternative Compliance: Owner Commitment – up to 6 pts Measure Definitions: ü Disadvantaged Populations ü Disadvantaged Business Enterprises ü Locally Manufactured Products ü Quality Jobs ü Community Development Financial Institutions (CDFI)
  19. 19. AIA Build Pittsburgh April 5, 2017 19 ␥ O.1 Construction Opportunities Created – up to 4 pts A hybrid of both quantifiable metrics and qualitative documentation of methods that demonstrate a commitment to participation in the creation of lasting, quality opportunities. a. Expand access to apprenticeship and other training opportunities. b. Project Labor Agreement. c. Use of Disadvantage Business Enterprises (DBE). d. Use of Locally Manufactured Products. ␥ O.2 Permanent Opportunities Created– up to 6 pts These post-construction Opportunity metrics go beyond traditional job creation quantity numbers to add the creation of Quality Jobs that will improve the work conditions and lives of all employees. a. DBE Contracts. b. Quality Jobs c. Labor Agreements. ␥ O.2A Alternative Compliance: Owner Commitment– up to 6 pts This alternative compliance path is for use in situations where the data is not available to the project owner to commit and verify compliance by tenants or future property owners due to privacy or timing issues. expanded Opportunity
  20. 20. 18 p4 BENEFITS The Economy Measure primarily addresses three of the p4 goals: People, Place, and Performance. The Measure encourages investment in marginal and/or weak market areas to strengthen local economies and neighborhoods, as well as the creation of opportunities for employment, wealth creation, and access to services and amenities. Furthermore, this Measure targets public investment to ensure that the opportunities created by economic growth are available and equitable throughout Pittsburgh. METRICS The Economy metrics leans heavily on the Market Value Analysis (MVA) tool to provide both an incremental increase for up to seven points, along with additional points for specific actions related to housing and overlays. Baseline Requirement: projects must derive a minimum of 60% of their financing from non-public sources. EC.1 Non-public Financing up to 7 points Projects meeting or exceeding the minimum non-public financing standard will be awarded up to 7 points based on the level of non-public funding secured and the project site’s associated Market Value Analysis (MVA) cluster. Points will be awarded as illustrated in Table 1. EC.2 Housing Age and Condition 1 point Project is located in a census block with a score of 0.75 or greater in the MVA Index of Housing Age and Condition overlay. Leverage and target public investment to strengthen weak local markets and stimulate private investment. Share of Total Project Financing from Non-public Sources 60 to 64.9% 65 to 69.9% 70 to 74.9% 75 to 79.9% 80 to 84.9% 85 to 89.9% 90 to 94.9% 95 to 99.9% MVA Cluster A 1 1 1 1 1 2 3 4 B 1 1 1 1 2 3 4 5 C 1 1 1 2 3 4 5 6 D 1 1 2 3 4 5 6 7 E 1 1 3 4 5 6 7 7 F 1 2 4 5 6 7 7 7 G 3 4 5 6 7 7 7 7 H 5 6 7 7 7 7 7 7 I 7 7 7 7 7 7 7 7 Table 1. Point allocation for EC.1 Non-public Financing, based on MVA. AIA Build Pittsburgh April 5, 2017 20 Economy Leverage and target public investment to strengthen weak local markets and stimulate private investment. Economy Metrics As a baseline requirement, projects must derive a minimum of 60% of their financing from non-public sources. ␥ EC.1 Non-public Financing – up to 7 pts ␥ EC.2 Housing Age & Condition – 1 point ␥ EC.3 MVA Cluster – 1 point ␥ EC.4 Housing Inclusion – 1 point Measure Definitions: ü Non-public financing ü Public subsidy ü Area Median Income (AMI) Table 1. Economy Point Allocation
  21. 21. AIA Build Pittsburgh April 5, 2017 21 Housing Provide diverse, affordable, and healthy housing options to prevent displacement and create diverse, stable, and healthy communities. Housing Metrics Projects must as a baseline requirement, achieve at least 1 point in the Energy Measure and 1 point in the Connect Measure, and demonstrate through third-party verification that Radon levels are less than 2.7 pCi/L in the lowest occupied level of all building units in the project prior to occupancy. ␥ H.1 Affordable Housing – up to 6 pts ␥ H.2 Housing Unit Type – 1 point ␥ H.3 Uniform Federal Accessibility Standard – 1 point ␥ H.4 Equity – 1 point ␥ H.5 Visitability – 1 point ␥ H.A Alternative Compliance: Payments-in-Lieu – up to 3 pts Measure Definitions: ü Affordable ü Area Median Income ü Housing Unit Type ü Visitability Table 2. Housing Point Allocation 20 and Performance. The Housing Measure seeks to build community culture and stability by retaining long-time, local residents that may be threatened by displacement due to gentrification or other influences of development. Additionally, by encouraging a mix of housing types, sizes, and affordability levels, the Measure seeks to encourage inclusive neighborhoods that are diverse and stable by attracting households of various sizes, needs, and income levels in all stages of life. Furthermore, the Measure aims to balance the proportion of housing that is affordable in order to create a diverse mix of income that is key to the attraction of local businesses and amenities important to overall neighborhood health and viability. METRICS The metrics used in the Housing Measure address some of the most pressing issues facing Pittsburgh residents and align with the recent work of the Affordable Housing Task Force. Incremental improvement related to percent of affordable housing is included in the scoring system along with points for specific additional actions. Baseline Requirement: All projects pursuing Housing Measure points must: » Score at least 1 point in the Energy Measure; » Demonstrate through third-party verification that Radon levels are less than 2.7 pCi/L in the lowest occupied level of all building units in the project prior to occupancy; AND, » Score at least 1 point in the Connect Measure. H.1 Affordable Housing up to 6 points Projects consisting of 25 or more units will be awarded points as illustrated in Table 2, based on the percentage of for-sale units that are priced at a level that is affordable to households with incomes equal to or less than 80% of Area Median Income (AMI); or, for-rent units affordable to households with incomes equal to or less than 50% of AMI. » Note. If a project includes units in more than 1 of the AMI ranges listed in Table 2, it will be scored based on the total percentage of affordable units and the lowest AMI range to apply to at least 5% of all units. Provide diverse, affordable, and healthy housing options to prevent displacement and create diverse, stable, and healthy communities. Area Median Income (AMI) Percent of Units Affordable 5 to 14.9% 15 to 19.9% 20 to 24.9% 25 to 29.9% 30% & greater AMI: 80% (sale) 1 2 3 4 5 AMI: 50% (rent) 1 2 3 4 5 AMI: 30% (rent) 2 3 4 5 6 Table 2. Point allocation for H.1 Affordable Housing, based on AMI.
  22. 22. AIA Build Pittsburgh April 5, 2017 22 Land Reactivate abandoned, derelict, distressed, and inactive lots to return them to productive uses, combat blight, and generate revenue. Land Metrics Projects involving abandoned, derelict, distressed, and/or inactive parcels will be awarded points based on the following: ␥ L.1 Overall – up to 6 pts ␥ L.2 Certified Redevelopment Area – 1 point ␥ L.3 Privately-owned – 1 point ␥ L.4 Encumbrances – 1 point ␥ L.5 Blight Elimination – 1 point ␥ L.A Alternative Compliance: Payments-in- Lieu – up to 3 pts Measure Definitions: ü MVA Land Table ü Abandoned Property ü Derelict ü Vacant and Distressed Parcels ü Inactive ü Certified Redevelopment Area (CRA) ü Priority Community Table 3. Land Point Allocation neighborhood perceptions. Furthermore, the Measure encourages the use of existing infrastructure to reduce development costs, as well as employing infill development to reduce the impacts of sprawl and increase the tax base. METRICS Projects involving abandoned, derelict, distressed, and/or inactive parcels will be awarded points based on the following metrics that include both incremental points for increasing performance along with activity specific points. L.1 Overall Distress up to 6 points Projects will be awarded points based on the MVA, land recycling priority use categorization, and the concentration of tax delinquency. Points will be awarded as illustrated in Table 3. Refer to the Definitions section for additional information regarding the table’s categories. L.2 Certified Redevelopment Area 1 point The parcel being redeveloped (or a majority of parcels in the case of a multi- parcel project) is located within a Certified Redevelopment Area, and/or Priority Neighborhood. L.3 Privately-owned 1 point The parcel being redeveloped (or at least 25% of parcels in the case of a multi- parcel project) is privately-owned. affordable, and healthy housing options to prevent displacement and create diverse, stable, and healthy communities. MVA Categories Tax Status: Current Tax Status: Short Tax Status: Long Re-use: Develop Re-use: Hold Re-use: Develop Re-use: Hold Re-use: Develop Re-use: Hold MVA: HIGH 0 1 2 2 2 3 MVA: MID 1 3 3 4 5 6 MVA: LOWER 3 4 5 5 6 6 Table 3. Point allocation for L.1 Certified Redevelopment Area, based on MVA categories. MVA Land Table. Re-use. Categorization of the suitability of a parcel’s re-use in the next five years, based on current conditions. This categorization must be updated on a regular basis, to reflect changes. » Develop. Parcel is suitable and more-easily positioned for development. » Hold. Unclear re-use. As markets shift and development/ revitalization occurs, the categorization of hold parcels may shift. Market. Relative strength of parcel, as part of a block-group analysis. » High: MVA Categories A, B, & C. » Mid: MVA Categories D, E, & F. » Lower: MVA Categories G, H, & I. Tax Debt. The age of real property tax delinquency of the parcel, based on City and PPC tax bills. » Current: File is >2 years tax delinquent, considered collectible. » Short: File is 2-4 years tax delinquent.
  23. 23. AIA Build Pittsburgh April 5, 2017 23 Public Activate and extend the public realm to provide quality indoor and outdoor spaces for all to safely use and enjoy. Public Metrics The Public metrics reference the Pittsburgh Zoning Code along with other widely accepted standards and definitions. The activities associated with each metric are independent of each other and as a whole contribute to the creation of quality public space. ␥ P.1 Urban Open Space – up to 2 points ␥ P.2 Active Ground Use – 1 point ␥ P.3 Ground Floor Transparency – up to 2 points ␥ P.4 Safety & Accessibility – 1 point ␥ P.5 Pedestrian Experience – 1 point ␥ P.6 Public Art – up to 3 points Measure Definitions: ü Urban Open Space ü Active Uses
  24. 24. AIA Build Pittsburgh April 5, 2017 24 Connect Prioritize development that enhances and expands transportation options to improve public access to jobs and community resources. Connect Metrics As a baseline, project owners should demonstrate reductions in parking requirements that result from an enhanced use of alternative modes of transportation to access the project site. ␥ CT.1 Transit Proximity – up to 2 pts ␥ CT.2 Amenities – up to 2 pts ␥ CT.3 Last Mile – up to 2 pts ␥ CT.4 Key Corridor – 1 point ␥ CT.5 Bike Share – 1 point ␥ CT.6 Proximity to Business District – 1 point ␥ CT.7 Proximity to Car Sharing – 1 point Measure Definitions: ü Last Mile Connection
  25. 25. AIA Build Pittsburgh April 5, 2017 25 Rainwater Manage rainwater to minimize impacts and reuse as a resource. Rainwater Metrics As a baseline, a development must provide a Comprehensive Rainwater Management Plan designed to retain, infiltrate, or reuse a total volume of rainwater greater than 1.5” of rainfall in a 24-hour period, including a peak of 1.05” in 15 minutes, or a 95th percentile rain event on-site, whichever is greater. ␥ R.1 On-Site Retention – 1 point ␥ R.2 Green Infrastructure – up to 4 pts ␥ R.3 Capture & Reuse – up to 3 pts ␥ R.4 Native Plants – 1 point ␥ R.5 Monitoring – 1 point ␥ R.A Alternative Compliance: Payments- in-Lieu – up to 3 pts Measure Definitions: ü 1.5” of rainfall in a 24-hour period ü 95th Percentile Rain Event ü Green Infrastructure ü Native Plants
  26. 26. AIA Build Pittsburgh April 5, 2017 26 Air Provide high quality air to create healthy ecological systems. Air Metrics As a baseline level of performance the project must achieve a series of activities (including City, LEED, and WELL building standards, among others) for all development associated with the project. ␥ A.1 Maximum Pollutant Levels – up to 2 pts ␥ A.2 Filtration – up to 2 pts ␥ A.3 VOC Reduction – 1 point ␥ A.4 Air Leakage – 1 point ␥ A.5 Enhanced Commissioning – 1 point ␥ A.6 Monitoring – 1 point ␥ A.7 GHG – up to 2 pts Measure Definitions: ü Criteria Air Pollutants (CAPs) ü Greenhouse gases ü Voltaic organic compounds (VOCs) ü PM (particulate matter) ü MERV (Minimum Efficiency Reporting Value) ü Air Leakage ü Enhanced Commissioning
  27. 27. AIA Build Pittsburgh April 5, 2017 27 Energy Reduce the built environment’s energy consumption and climate impacts by improving building performance and providing renewable resources. Energy Metrics This Measure utilizes the EPA’s Target Finder tool and the consumption metrics correlate with the building energy goals from the 2030 Challenge. ␥ EN.1 On-site Energy Consumption – up to 6 pts ␥ EN.2 On-site Renewable Energy Generation – up to 4 pts Measure Definitions: ü Major Renovation vs. Existing Building ü Site Energy Use Intensity (EUI) ü On-Site Renewable Energy ü Distributed Energy ü Zero Energy Buildings
  28. 28. AIA Build Pittsburgh April 5, 2017 28 Innovation Advance and foster new ideas to drive market leadership and stimulate creative solutions to complex urban challenges. Innovation Metrics Projects that receive innovation points must advance new models and systems for development that are replicable, grow knowledge, and/or create the potential for a high degree of long term impact in Pittsburgh and beyond. Any project that pursues this measure must first identify the scale of impact that is being addressed based on the following areas: Process, Building, District or Neighborhood, City or Ecosystem, and/or New Markets. An innovative project must address at least 3 of metrics I.1 through I.4, and further excel in one of them through a score of 2 points in at least one of the chosen categories. ␥ I.1 Creativity – up to 2 pts ␥ I.2 Leadership – up to 2 pts ␥ I.3 Transformative Change – up to 2 pts ␥ I.4 Synergistic Connections – up to 2 pts ␥ I.5 Inclusive Innovation – up to 2 pts
  29. 29. AIA Build Pittsburgh April 5, 2017 29 expanded Innovation ␥ I.1 Creativity – up to 2 pts What new idea or novel approach has been invented to address a challenging Pittsburgh issue(s)? How is this different from past attempts to address the issue(s)? Could this put Pittsburgh on the global map? ␥ I.2 Leadership – up to 2 pts How does the project exemplify thought and/or practice leadership? Can it be a model for others to follow and duplicate? ␥ I.3 Transformative Change – up to 2 pts How will the project generate “leap frog” positive change in Pittsburgh development systems or methods? What has the project done to remove barriers that will make it easier for others to duplicate? How can this model be scaled? ␥ I.4 Synergistic Connections – up to 2 pts Does the project advance cross-cutting connections, strategies, and disciplines to create greater combined input? ␥ I.5 Inclusive Innovation – up to 2 pts Achieve at least 3 points from the above innovation categories and demonstrate how your project responds to one of the Focus Areas within the Pittsburgh Roadmap for Inclusive Innovation.
  30. 30. AIA Build Pittsburgh April 5, 2017 30 Design Promote excellence in design that instills local identity, reflects lasting quality, and integrates best practices. Design Metrics Design is a foundational measure that is woven through many of the p4 Measures. The assessment of this measure is qualitative and will be conducted through the Contextual Design Advisory Panel (CDAP) review process. To meet the requirements of the Design Measure, the following areas must be clearly illustrated and specified in the design documents at the appropriate stages of design. ␥ D.1 Context & Cultural Expression – up to 5 pts ␥ D.2 Materials & Details – up to 5 pts Measure Definitions: ü Local Artisan Products ü Durable Building Materials
  31. 31. AIA Build Pittsburgh April 5, 2017 31 expanded ␥ D.1 Context & Cultural Expression – up to 5 pts Points attributed for successfully addressing the following topic areas: • Restoration or reuse of historical building(s), sites, or features of neighborhood importance into the project design. • Building use or form that positively contributes to the identity of the neighborhood or city. • Meaningful inclusion of local artisan products (relates to Opportunity Measure). • Creating facilities for publicly accessible cultural and art uses and functions (relates to Public Measure). • Creating and developing implementation plan for an Art Master Plan (relates to Public Measure). ␥ D.2 Materials & Details – up to 5 pts Points attributed for meeting or exceeding criteria in the following areas: • Durable, high quality building materials. • Materials that are innovative or reflect Pittsburgh’s identity / heritage. • Attention to architectural design elements and details. • Revealing or showcasing the operation of a building’s high-performance and/or otherwise creative building or site system, structure, or assembly. • Roof design that is integrated into the overall building design, taking into account the views onto the roof from nearby vantage points or overlooks. Design
  32. 32. Objective 3Implementation
  33. 33. AIA Build Pittsburgh April 5, 2017 33 The PM development process included the gathering of insights on implementation from the following sources: ␥ Performance Measures Committee: 10-month process, 7 meetings, one specific to implementation. ␥ Project Testing: two projects previously funded by the URA were tested to determine if the system was viable and to identify issues. ␥ Developer Roundtables: twenty developers were invited to participate in one of two roundtables held to receive input on implementation. Twelve attended and helped informed implementation considerations. ␥ Stakeholder Feedback: over 80 participants attended a p4 Conference breakout session that focused on implementation, and ongoing feedback was captured through webinars and an on-line survery. Input from Stakeholders
  34. 34. AIA Build Pittsburgh April 5, 2017 34 Setting Targets Participants of the p4 Performance Measures Break-out Session at the 2016 p4 Conference scored a sample project, to get an understanding of the Measures. Following this exercise, the participants were asked to propose baselines and targets.
  35. 35. AIA Build Pittsburgh April 5, 2017 35 Challenges The intent is to use the p4 Measures to prioritize resources and incentivize best development practices. Challenges include: ␥ Limited availability of public funding and private financing. ␥ Lack of a common set of funding priorities. ␥ Complexity and inconsistency of funding program requirements. ␥ Lack of unified community organizations and clear neighborhood visions. ␥ Lack of alignment and collaboration among approval and permitting agencies. ␥ Time required to gain approvals. ␥ Market remains high for costs and low for rents/sales.
  36. 36. AIA Build Pittsburgh April 5, 2017 36 System Recommendations Successful implementation of the p4 PM requires system changes to remove barriers and incentivize best practices. Over 30 recommendations were provided, the following are a few priorities: ␥ Community: Advance the Recognized Community Organization (RCO) designation process and the development and acceptance of neighborhood plans. ␥ Opportunity: Create new methods for advancing workforce development within specialized trades that assesses the attributes of a quality of job as the primary indicator. ␥ Economy: Provide ongoing updates to Market Value Assessment (MVA) that reflect market changes. ␥ Housing: Expand the system to clear property titles that will enable increased home ownership. Part 1/3
  37. 37. AIA Build Pittsburgh April 5, 2017 37 System Recommendations Successful implementation of the p4 PM requires system changes to remove barriers and incentivize best practices. Over 30 recommendations were provided, the following are a few priorities: ␥ Land: Transform underutilized vacant lots into maintained, usable green spaces as part of an intentional “right sizing” strategy based on current and projected population levels. ␥ Public: Undertake case studies and grow data that demonstrates how to affordably activate spaces to increase safety and improve the public realm. ␥ Connect: Expand mobility options for all who seek access to jobs and community resources. ␥ Rainwater: Clarify city-wide goals to be applied in varying site situations. ␥ Air: Implement city-wide standards for construction equipment emissions. Part 2/3
  38. 38. AIA Build Pittsburgh April 5, 2017 38 System Recommendations ␥ Energy: Include baseline energy standards in all development and incentivize high performance. ␥ Innovation: Encourage new project models and technical approaches through incentives and removal of barriers. ␥ Design: Pursue legislative changes to overcome barriers in the Zoning and Building Codes that are out of sync with Measure aspirations, and will require substantial time to amend. Successful implementation of the p4 PM requires system changes to remove barriers and incentivize best practices. Over 30 recommendations were provided, the following are a few priorities: Part 3/3
  39. 39. AIA Build Pittsburgh April 5, 2017 39 Program Development Strategies Implementation strategies of the Measures can be grouped within five ‘activity areas.’ ␥ Understand ␥ Incentivize ␥ Evaluate ␥ Account ␥ Evolve Part 1/3
  40. 40. AIA Build Pittsburgh April 5, 2017 40 Program Development Strategies ␥ Understand The widespread use of the Measures by all participants in the development process will require a multi-faceted strategy to change practice, policy, and behavior. A public outreach and awareness raising campaign, along with technical capacity building and professional training is recommended to affect this change. ␥ Incentivize Incentives to catalyze market use of the Measures may include activities such as expedited permitting processes, creation of a sustainable development fund, and/or creation of designated city advocates to assist high scoring projects through the approval systems. Part 2/3
  41. 41. AIA Build Pittsburgh April 5, 2017 41 Program Development Strategies ␥ Account Outcomes from use of the Measures will vary by the scale, complexity, and types of projects. However, the evaluation and reporting of all outcomes is key to understand the additional actions required for improved future performance (Accountability section, p.7 of the Measures). ␥ Evolve In response to market acceptance and the advancement of best practice, the Measures should continuously improve and evolve. Part 3/3 ␥ Incentivize Incentives to catalyze market use of the Measures may include activities such as expedited permitting processes, creation of a sustainable development fund, and/or creation of designated city advocates to assist high scoring projects through the approval systems.
  42. 42. AIA Build Pittsburgh April 5, 2017 42 Preliminary Schedule ␥ Year 1 • Address 5-10 Policy issues • Undertake the Understand activities • Implement administrative incentives • Build internal systems for accommodating use of the Measures • Begin voluntary use of the Measures and encourage “Beta” projects ␥ Year 2 • Integrate the p4 Measures into URA systems and funding • Continue and deepen Understand activities • Establish a Sustainability Development Fund • Establish Accountability systems ␥ Year 3 • Update the Measures based on Beta testing, user feedback and progress on improvements to baselines. • Continue to implement and improve systems. • Expand incentives.
  43. 43. Objective 4In Practice
  44. 44. AIA Build Pittsburgh April 5, 2017 44 Questions for Consideration ␥ Aspirations: What are your aspirations for the Measures? How would you use them in your practice? ␥ Priorities: What Measures should be most emphasized or heavily weighted? What systems and program needs are most pressing? ␥ Concerns: What could most jeopardize success? How could this be overcome? ␥ Needs: What do you most need to support advancement and use of the Measures? What do you clients or partners need? ␥ Opportunity: How would you see the Measures best serving to improve Pittsburgh development practices? How could the Measures better position Pittsburgh overall?
  45. 45. AIA Build Pittsburgh April 5, 2017 45 Next Steps As progress on implementation continues, stay up-to-date and learn more by visiting the p4 website @p4pittsburgh.org
  46. 46. AIA Pittsburgh #A217 April 5, 2017 P4 Performance Measures: Reformulating Sustainable Development in Pittsburgh #P4_BP17 Thank You For further Information…. Visit p4pittsburgh.org/pages/p4- performance-measures Contact Rebecca L. Flora, AICP, LEED BD+C, ND p4 Performance Measures Project Manager ReMake Group rebecca@remakegroup.com

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