Infrastructure   Initiative   ULI Chicago                 ULI Chicago Infrastructure Initiative                           ...
Resources   • Committee: 3 co-chairs, 48 members representing interdisciplinary     land-use experts from the public, priv...
Game Changers Model• Criteria and process to compare and evaluate proposed infrastructure projects Criteria               ...
Lakeshore Industrial Heritage Corridor
RegionalInfrastructurein North EasternIllinois
Products  • Game Changers Model  • 2 Reports  • 22 Project Summaries  • Outreach Series  • Media Attention  • Urban Land A...
Outreach• 12 presentations to civic/public organizations (400 people)• 3 region-specific, partnership outreach events (445...
Outcomes Game Changers Conceptual Framework At the table with message of Land Use and Infrastructure   • Deep involvemen...
Co-Chairs:Stephen B. FriedmanSB Friedman Development Advisorssbf@sbfriedman.comGregory HummelBryan Cave, LLPGregory.Hummel...
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ULI in Action on Transportation and Infrastructure: A Catalyst for Sustainable and Competitive Regions (Stephen Friedman) - ULI fall meeting - 102611

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  • 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.
  • ULI in Action on Transportation and Infrastructure: A Catalyst for Sustainable and Competitive Regions (Stephen Friedman) - ULI fall meeting - 102611

    1. 1. Infrastructure Initiative ULI Chicago ULI Chicago Infrastructure Initiative 2011 Fall Meeting October 26, 2011
    2. 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 internsObjectives • 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. 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.
    4. 4. Lakeshore Industrial Heritage Corridor
    5. 5. RegionalInfrastructurein North EasternIllinois
    6. 6. Products • Game Changers Model • 2 Reports • 22 Project Summaries • Outreach Series • Media Attention • Urban Land Article • Interactive Web Presence
    7. 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. 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. 9. Co-Chairs:Stephen B. FriedmanSB Friedman Development Advisorssbf@sbfriedman.comGregory HummelBryan Cave, LLPGregory.Hummel@bryancave.comPaul ShadleDLA Piper LLP (US)Paul.Shadle@dlapiper.comFor more information:Cindy McSherryExecutive DirectorULI ChicagoCindy.McSherry@uli.orghttp://Chicago.uli.org

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