Location: International
Website: cityminded.org
Meeting of the Minds is a global knowledge sharing platform based in San Francisco, CA.
Since it was founded, Meeting of the Minds has been dedicated to a singular proposition: bring together a carefully chosen set of key urban sustainability and technology stakeholders and gather them around a common platform in ways that help build lasting alliances. We believe that such a platform is a vital ingredient for smart, sustainable and equitable urban (re)development strategies.
Meeting of the Minds focuses on the innovators and initiatives at the bleeding edge of urban sustainability and connected technology. Through our blog, magazine, webinars, monthly meetups, workshops, roundtables, and an annual summit held each fall, we invite international leaders from the public, private, non-profit, academic and philanthropic sectors to identify innovations that can be scaled, replicated and transferred from city-to-city and across sectors.
Among the thousands of international leaders who participate in the Meeting of the Minds network are innovators scaling-up practical urban solutions in infrastructure, policy, design, equity, technology, energy, mobility, water, finance, and more.
Now in its 10th year, our annual summit brings together 400+ opinion-shapers, policy-makers, leading thinkers and innovators from all over the world for 2+ days of intensive immersion in thought leadership and cross-sector development.
Showing posts with label Redevelopment. Show all posts
Showing posts with label Redevelopment. Show all posts
Tuesday, August 16, 2016
Thursday, February 26, 2015
Greater New Orleans Foundation
Location: New Orleans, LA
Website: www.gnof.org
At the Greater New Orleans Foundation, we look to create a resilient, sustainable, vibrant community in which individuals and families flourish and the special character of our region is preserved, celebrated, and supported.
Recognizing that New Orleans is more than a city–it is an interconnected region–we serve the surrounding parishes of Assumption, Jefferson, Lafourche, Orleans, Plaquemines, St. Bernard, St. Charles, St. James, St. John the Baptist, St. Tammany, Tangipahoa, Terrebonne, and Washington.
Like other community foundations, the Greater New Orleans Foundation serves both donors and recipients–linking philanthropists with the needs and aspirations of the greater community. We pull together people, ideas, and resources; we serve as a champion of civil society and civil solutions; and we help the effectiveness of nonprofit leaders.
By partnering with donors, we help them achieve their charitable goals–whether that means starting a fund, creating an endowment, leaving a legacy, or just making a gift. Since our founding by forward-looking community leaders in 1983, the Foundation has grown from scarcely $4 million in assets to more than $275 million in assets under management–and 700 donor funds–today. Hurricanes Katrina and Rita devastated the region, but also prompted an outpouring of generosity from long-time supporters and new donors from around the world. The Foundation played a key role in the region’s recovery, coordinating donor efforts and rallying support for the Unified New Orleans Plan–which made possible the release of hundreds of millions of dollars in federal aid.
Our housing and community development efforts since Katrina included the Economic Opportunity Community Revitalization Fund, a five-year, $25 million initiative to support the organizations, people, and systems that produce affordable workforce housing in the City of New Orleans. Since 2007, the Community Revitalization Fund has made 63 grants and other investments to 51 organizations, supporting the development of nearly 9,500 housing units.
We also worked with the City of New Orleans Redevelopment Authority, and the Center for Community Progress to reduce the city’s number of vacant, abandoned, and blighted properties in the city.
Southeast Louisiana faced another unprecedented disaster when the Deepwater Horizon oil rig exploded on April 2010, causing the largest oil spill in the nation’s history. The Foundation responded within days by opening the Gulf Coast Oil Spill Fund, designated for projects that would restore and strengthen the communities and environments affected by the disaster. Donations poured in from around the world and were channeled into millions of dollars in grant assistance over the next three years. Recognizing that a full 44 percent of our region’s residents live in threatened coastal parishes, addressing both the short-term and long-term needs of these residents–and the environment upon which we all depend–is one of the Foundation’s top priorities.
Most recently, the Foundation’s Coastal 5+1 Initiative has been helping the region’s coastal parishes and the City of New Orleans identify and implement immediate, concrete solutions to long-term problems created by marginalized economies, poor planning, and environmental degradation. Today, GNOF manages more than 700 funds devoted to charitable, environmental, cultural, and economic development purposes. As one of the oldest and largest philanthropic organizations in the region, we’re proud of our investments in creating a thriving community for all.
Today, GNOF manages more than 700 funds devoted to charitable, environmental, cultural, and economic development purposes. As one of the oldest and largest philanthropic organizations in the region, we’re proud of our investments in creating a thriving community for all.
Website: www.gnof.org
At the Greater New Orleans Foundation, we look to create a resilient, sustainable, vibrant community in which individuals and families flourish and the special character of our region is preserved, celebrated, and supported.
Recognizing that New Orleans is more than a city–it is an interconnected region–we serve the surrounding parishes of Assumption, Jefferson, Lafourche, Orleans, Plaquemines, St. Bernard, St. Charles, St. James, St. John the Baptist, St. Tammany, Tangipahoa, Terrebonne, and Washington.
Like other community foundations, the Greater New Orleans Foundation serves both donors and recipients–linking philanthropists with the needs and aspirations of the greater community. We pull together people, ideas, and resources; we serve as a champion of civil society and civil solutions; and we help the effectiveness of nonprofit leaders.
By partnering with donors, we help them achieve their charitable goals–whether that means starting a fund, creating an endowment, leaving a legacy, or just making a gift. Since our founding by forward-looking community leaders in 1983, the Foundation has grown from scarcely $4 million in assets to more than $275 million in assets under management–and 700 donor funds–today. Hurricanes Katrina and Rita devastated the region, but also prompted an outpouring of generosity from long-time supporters and new donors from around the world. The Foundation played a key role in the region’s recovery, coordinating donor efforts and rallying support for the Unified New Orleans Plan–which made possible the release of hundreds of millions of dollars in federal aid.
Our housing and community development efforts since Katrina included the Economic Opportunity Community Revitalization Fund, a five-year, $25 million initiative to support the organizations, people, and systems that produce affordable workforce housing in the City of New Orleans. Since 2007, the Community Revitalization Fund has made 63 grants and other investments to 51 organizations, supporting the development of nearly 9,500 housing units.
We also worked with the City of New Orleans Redevelopment Authority, and the Center for Community Progress to reduce the city’s number of vacant, abandoned, and blighted properties in the city.
Southeast Louisiana faced another unprecedented disaster when the Deepwater Horizon oil rig exploded on April 2010, causing the largest oil spill in the nation’s history. The Foundation responded within days by opening the Gulf Coast Oil Spill Fund, designated for projects that would restore and strengthen the communities and environments affected by the disaster. Donations poured in from around the world and were channeled into millions of dollars in grant assistance over the next three years. Recognizing that a full 44 percent of our region’s residents live in threatened coastal parishes, addressing both the short-term and long-term needs of these residents–and the environment upon which we all depend–is one of the Foundation’s top priorities.
Most recently, the Foundation’s Coastal 5+1 Initiative has been helping the region’s coastal parishes and the City of New Orleans identify and implement immediate, concrete solutions to long-term problems created by marginalized economies, poor planning, and environmental degradation. Today, GNOF manages more than 700 funds devoted to charitable, environmental, cultural, and economic development purposes. As one of the oldest and largest philanthropic organizations in the region, we’re proud of our investments in creating a thriving community for all.
Today, GNOF manages more than 700 funds devoted to charitable, environmental, cultural, and economic development purposes. As one of the oldest and largest philanthropic organizations in the region, we’re proud of our investments in creating a thriving community for all.
Thursday, April 18, 2013
FAR ROC
Location: Queens, NY
Website: www.farroc.com
FAR ROC [For a Resilient Rockaway] is a two-phase design competition that will explore innovative strategies for the planning, design and construction of a resilient and sustainable development at Arverne East, an 80+ acre site on the Rockaway Peninsula.
In recent years, the relationship between the built and the natural environment has been dramatically affected by climate change, severe storm events, and rising sea levels. The extensive damage to low-lying waterfront zones caused by Hurricane Sandy in October 2012 reinforced the need for resilient infrastructure and redevelopment strategies for existing coastal communities throughout the greater New York area.
Costly damage to buildings, roads, and utility systems by the storm raises the controversial question of whether areas of particular geographic vulnerability should be rebuilt, maintained and defended, or simply abandoned.
With these and other questions in mind, and given the scarcity of land and the significant need for housing and economic development in outlying areas of New York City, the FAR ROC design competition has been organized to solicit creative ideas for resilient development strategies that can be implemented not only in the Rockaways but also throughout New York City and in vulnerable communities everywhere.
Following a first-phase open call for design proposals, up to four finalists will be selected by an independent jury and provided a stipend of $30,000 to further refine their design strategies.
The winner of the competition will be announced in advance of the one-year anniversary of Hurricane Sandy on October 24th, 2013, and will receive an additional cash prize of $30,000.
Website: www.farroc.com
FAR ROC [For a Resilient Rockaway] is a two-phase design competition that will explore innovative strategies for the planning, design and construction of a resilient and sustainable development at Arverne East, an 80+ acre site on the Rockaway Peninsula.
In recent years, the relationship between the built and the natural environment has been dramatically affected by climate change, severe storm events, and rising sea levels. The extensive damage to low-lying waterfront zones caused by Hurricane Sandy in October 2012 reinforced the need for resilient infrastructure and redevelopment strategies for existing coastal communities throughout the greater New York area.
Costly damage to buildings, roads, and utility systems by the storm raises the controversial question of whether areas of particular geographic vulnerability should be rebuilt, maintained and defended, or simply abandoned.
With these and other questions in mind, and given the scarcity of land and the significant need for housing and economic development in outlying areas of New York City, the FAR ROC design competition has been organized to solicit creative ideas for resilient development strategies that can be implemented not only in the Rockaways but also throughout New York City and in vulnerable communities everywhere.
Following a first-phase open call for design proposals, up to four finalists will be selected by an independent jury and provided a stipend of $30,000 to further refine their design strategies.
The winner of the competition will be announced in advance of the one-year anniversary of Hurricane Sandy on October 24th, 2013, and will receive an additional cash prize of $30,000.
Thursday, March 14, 2013
SynergiCity
Location: Peoria, Il
Website:www.sparcindia.org
www.urban-decay.livejournal.com
Reservoirs for filtered rainwater, a “gateway” traffic circle, the revitalization of historic riverfront structures…several graduate students from the University of Illinois School of Architecture recently showcased an intriguing mix of ideas for creating a vibrant warehouse district in downtown Peoria.
Developed after a semester of studying the history of the riverfront area under the tutelage of professors Paul Armstrong and Paul Kapp, the students’ recommendations earned an enthusiastic response from Peoria Mayor Jim Ardis, the city’s planning commission, and several local developers and business owners.
Armstrong and Kapp selected Peoria’s Warehouse District as the focal point for the students’ research after noting the considerable progress made to date in redevelopment efforts, as well as the promise of revitalizing the district offered by the good building stock of several historic warehouse and industrial structures. The students conducted a design charrette and made their final presentations in the offices of the architectural and engineering firm of PSA-Dewberry at 401 Water Street, one of the buildings that served as inspiration for adaptive reuse opportunities.
PSA-Dewberry moved into the restored turn-of-the-century building in 2000 after designing its conversion into a successful mixed-use property for developer Kert oHuber.
“The students’ ideas showed a lot of vision and thoughtfulness,” said Pat Sullivan, a long-time resident, developer and business owner in the Warehouse District. “They were fresh ideas, and they addressed a lot of issues. I think it’s great to get the students’ ideas, without the limits of politics or other constraints. They understand New Urbanism, and that the Warehouse District has the potential to be a place where you can live and work.”
The student project, called SynergiCity, was the university’s second initiative to explore the redevelopment of Peoria’s Warehouse District. Thirteen students took part in this year’s effort, which involved extensive research, analysis of zoning and other municipal codes, demographic analyses, site tours, the design charrette, and the final presentation of ideas and recommendations in early May.
According to Paul Armstrong, the first group of students focused on the transformation of the nine-block Warehouse District into a “city within a city,” with a dynamic, pedestrian-oriented core. “They addressed the issue of critical mass,” he notes, “and how the area could become more densely populated with multiple uses, including civic and residential development.” The students presented their ideas last year to a group of local representatives, including elected officials, city staff, developers and planning commission members. Their concepts were so well received that the professors not only determined to lead the project again this year, but also decided to base a book on the initiative.
This year’s group of students built upon those ideas while also addressing several challenging issues, including flooding and transportation. “Protecting the watershed was a primary concern,” Armstrong says. “Currently, rainwater runs off the city streets and drains into the Illinois River. There is also a concern with the river flooding. The students focused on trying to find a way to control that, and showing the city how it could become a steward of the river.”
Proposed solutions included a series of rain gardens and strips of vegetation that would filter stormwater into several reservoirs near the river. “Infrastructure is an important aspect of future development and the students viewed it as an opportunity to begin to build a ‘living machine,’” Armstrong says. “The riverfront would essentially become a recreational wetland.”
This year’s SynergiCity project not only incorporated forward-thinking design concepts, but also took into account the need to attract new businesses and residents to the area. “We considered the ‘creative capital,'” says Armstrong, “including human, social and economic resources.
How can we entice new entrepreneurial enterprises to come into the area? How can we attract residents, and perhaps cultural or civic entities?”
“The second time around, the students introduced the idea of bringing in an institutional presence, such as a higher education campus, to serve as a catalyst,” says Paul Kapp. “They really did their homework, looking at history, demographics and previous planning initiatives such as the Heart of Peoria Plan. What excited me was the idea of redeveloping and repurposing the warehouses.”
The group also considered the overall identity of the Warehouse District, including the importance of creating a sense of arrival. A traffic circle, or “roundabout,” located near the foot of the Bob Michel Bridge was among the ideas that caught the attention of planning commission members and business owners during the students’ presentation.
The circle would create a distinct, gateway effect as visitors entered the riverfront area from East Peoria.
Pat Sullivan, who has lived in the district for nearly a dozen years and remembers when the area was thriving with busy warehouses that supplied building materials to contractors and other industries, appreciates the students’ interest in the historic area.
"These are great old buildings with good bones,” he says. “The Warehouse District has an interesting history. I can still picture how it used to work—I remember picking up materials there. It would be great to see it busy again.”
Sullivan credits the students with generating several interesting approaches, and also points to tax credits and an overhaul of Washington Street as critical steps in spurring development in the area. “As development picks up, more and more people will want to move in here,” he says. “The students clearly understand the importance of creating a place that combines business, residential use and recreation.”
He and other local business leaders, as well as members of the planning commission, are quick to note that all of the analysis and design concepts presented by the university students over the past two years have come at no cost to the Peoria community, yet the process has provided a wealth of inspiration and ideas.
For Armstrong and Kapp, the next step is to complete the book, with Peoria’s Warehouse District a prime example of the potential for revitalization and redevelopment within the Rust Belt and throughout the U.S. “We’re clearly starting to see a trend,” says Kapp. “Cities like Portland, Milwaukee and Chattanooga are all exploring redevelopment, while also focusing on environmental stewardship. The focus of the book addresses the priorities: economic revitalization with a goal of highest and best use, and the need to increase the tax base and accelerate economic value. Hopefully the students’ efforts will serve as a case study not only for what could happen in Peoria, but in other cities as well.” iBi
Website:www.sparcindia.org
www.urban-decay.livejournal.com
Reservoirs for filtered rainwater, a “gateway” traffic circle, the revitalization of historic riverfront structures…several graduate students from the University of Illinois School of Architecture recently showcased an intriguing mix of ideas for creating a vibrant warehouse district in downtown Peoria.
Developed after a semester of studying the history of the riverfront area under the tutelage of professors Paul Armstrong and Paul Kapp, the students’ recommendations earned an enthusiastic response from Peoria Mayor Jim Ardis, the city’s planning commission, and several local developers and business owners.
Armstrong and Kapp selected Peoria’s Warehouse District as the focal point for the students’ research after noting the considerable progress made to date in redevelopment efforts, as well as the promise of revitalizing the district offered by the good building stock of several historic warehouse and industrial structures. The students conducted a design charrette and made their final presentations in the offices of the architectural and engineering firm of PSA-Dewberry at 401 Water Street, one of the buildings that served as inspiration for adaptive reuse opportunities.
PSA-Dewberry moved into the restored turn-of-the-century building in 2000 after designing its conversion into a successful mixed-use property for developer Kert oHuber.
“The students’ ideas showed a lot of vision and thoughtfulness,” said Pat Sullivan, a long-time resident, developer and business owner in the Warehouse District. “They were fresh ideas, and they addressed a lot of issues. I think it’s great to get the students’ ideas, without the limits of politics or other constraints. They understand New Urbanism, and that the Warehouse District has the potential to be a place where you can live and work.”
The student project, called SynergiCity, was the university’s second initiative to explore the redevelopment of Peoria’s Warehouse District. Thirteen students took part in this year’s effort, which involved extensive research, analysis of zoning and other municipal codes, demographic analyses, site tours, the design charrette, and the final presentation of ideas and recommendations in early May.
According to Paul Armstrong, the first group of students focused on the transformation of the nine-block Warehouse District into a “city within a city,” with a dynamic, pedestrian-oriented core. “They addressed the issue of critical mass,” he notes, “and how the area could become more densely populated with multiple uses, including civic and residential development.” The students presented their ideas last year to a group of local representatives, including elected officials, city staff, developers and planning commission members. Their concepts were so well received that the professors not only determined to lead the project again this year, but also decided to base a book on the initiative.
This year’s group of students built upon those ideas while also addressing several challenging issues, including flooding and transportation. “Protecting the watershed was a primary concern,” Armstrong says. “Currently, rainwater runs off the city streets and drains into the Illinois River. There is also a concern with the river flooding. The students focused on trying to find a way to control that, and showing the city how it could become a steward of the river.”
Proposed solutions included a series of rain gardens and strips of vegetation that would filter stormwater into several reservoirs near the river. “Infrastructure is an important aspect of future development and the students viewed it as an opportunity to begin to build a ‘living machine,’” Armstrong says. “The riverfront would essentially become a recreational wetland.”
This year’s SynergiCity project not only incorporated forward-thinking design concepts, but also took into account the need to attract new businesses and residents to the area. “We considered the ‘creative capital,'” says Armstrong, “including human, social and economic resources.
How can we entice new entrepreneurial enterprises to come into the area? How can we attract residents, and perhaps cultural or civic entities?”
“The second time around, the students introduced the idea of bringing in an institutional presence, such as a higher education campus, to serve as a catalyst,” says Paul Kapp. “They really did their homework, looking at history, demographics and previous planning initiatives such as the Heart of Peoria Plan. What excited me was the idea of redeveloping and repurposing the warehouses.”
The group also considered the overall identity of the Warehouse District, including the importance of creating a sense of arrival. A traffic circle, or “roundabout,” located near the foot of the Bob Michel Bridge was among the ideas that caught the attention of planning commission members and business owners during the students’ presentation.
The circle would create a distinct, gateway effect as visitors entered the riverfront area from East Peoria.
Pat Sullivan, who has lived in the district for nearly a dozen years and remembers when the area was thriving with busy warehouses that supplied building materials to contractors and other industries, appreciates the students’ interest in the historic area.
"These are great old buildings with good bones,” he says. “The Warehouse District has an interesting history. I can still picture how it used to work—I remember picking up materials there. It would be great to see it busy again.”
Sullivan credits the students with generating several interesting approaches, and also points to tax credits and an overhaul of Washington Street as critical steps in spurring development in the area. “As development picks up, more and more people will want to move in here,” he says. “The students clearly understand the importance of creating a place that combines business, residential use and recreation.”
He and other local business leaders, as well as members of the planning commission, are quick to note that all of the analysis and design concepts presented by the university students over the past two years have come at no cost to the Peoria community, yet the process has provided a wealth of inspiration and ideas.
For Armstrong and Kapp, the next step is to complete the book, with Peoria’s Warehouse District a prime example of the potential for revitalization and redevelopment within the Rust Belt and throughout the U.S. “We’re clearly starting to see a trend,” says Kapp. “Cities like Portland, Milwaukee and Chattanooga are all exploring redevelopment, while also focusing on environmental stewardship. The focus of the book addresses the priorities: economic revitalization with a goal of highest and best use, and the need to increase the tax base and accelerate economic value. Hopefully the students’ efforts will serve as a case study not only for what could happen in Peoria, but in other cities as well.” iBi
Thursday, February 7, 2013
Cincinnati Center City Development Corporation
Location: Cicinnati, OH
x Website: www.3cdc.org
The Cincinnati Center City Development Corp. (3CDC) is a 501(c) 3, tax-exempt, private, non-profit corporation. Its mission and strategic focus is to strengthen the core assets of downtown by revitalizing and connecting the Fountain Square District, the Central Business District and Over-the-Rhine (OTR).
Working together with the City of Cincinnati, the State of Ohio and members of Cincinnati's corporate community, 3CDC is committed to establishing a model of excellence and success when it comes to redeveloping and investing in Cincinnati's urban core.
To achieve its mission to strategically revitalize Cincinnati's downtown urban core, 3CDC has the flexibility to function in a variety of roles.
DEVELOPER:
3CDC may directly serve as the developer for targeted redevelopment or new construction projects.
MASTER DEVELOPER:
As a master developer, 3CDC provides comprehensive, strategic, long-range planning.
ASSET MANAGER:
Once a project is complete, 3CDC may serve as asset manager to insure that the goals of the project are fulfilled and outcomes achieved.
LENDER/FUND MANAGER
3CDC loans funds to qualified to achieve its mission to strategically revitalize Cincinnati's downtown urban core, 3CDC has the flexibility to function in a variety of roles.
DEVELOPER:
3CDC may directly serve as the developer for targeted redevelopment or new construction projects.
MASTER DEVELOPER:
As a master developer, 3CDC provides comprehensive, strategic, long-range planning.
ASSET MANAGER:
Once a project is complete, 3CDC may serve as asset manager to insure that the goals of the project are fulfilled and outcomes achieved.
LENDER/FUND MANAGER:
3CDC loans funds to qualified developers for urban redevelopment projects. The funds are drawn from two private equity funds that specifically target downtown redevelopment. More >
In all these roles, 3CDC works collaboratively with funding partners and the City of Cincinnati to bring stability and vitality to formerly distressed urban areas. developers for urban redevelopment projects. The funds are drawn from two private equity funds that specifically target downtown redevelopment.
In all these roles, 3CDC works collaboratively with funding partners and the City of Cincinnati to bring stability and vitality to formerly distressed urban areas.
x Website: www.3cdc.org
The Cincinnati Center City Development Corp. (3CDC) is a 501(c) 3, tax-exempt, private, non-profit corporation. Its mission and strategic focus is to strengthen the core assets of downtown by revitalizing and connecting the Fountain Square District, the Central Business District and Over-the-Rhine (OTR).
Working together with the City of Cincinnati, the State of Ohio and members of Cincinnati's corporate community, 3CDC is committed to establishing a model of excellence and success when it comes to redeveloping and investing in Cincinnati's urban core.
To achieve its mission to strategically revitalize Cincinnati's downtown urban core, 3CDC has the flexibility to function in a variety of roles.
DEVELOPER:
3CDC may directly serve as the developer for targeted redevelopment or new construction projects.
MASTER DEVELOPER:
As a master developer, 3CDC provides comprehensive, strategic, long-range planning.
ASSET MANAGER:
Once a project is complete, 3CDC may serve as asset manager to insure that the goals of the project are fulfilled and outcomes achieved.
LENDER/FUND MANAGER
3CDC loans funds to qualified to achieve its mission to strategically revitalize Cincinnati's downtown urban core, 3CDC has the flexibility to function in a variety of roles.
DEVELOPER:
3CDC may directly serve as the developer for targeted redevelopment or new construction projects.
MASTER DEVELOPER:
As a master developer, 3CDC provides comprehensive, strategic, long-range planning.
ASSET MANAGER:
Once a project is complete, 3CDC may serve as asset manager to insure that the goals of the project are fulfilled and outcomes achieved.
LENDER/FUND MANAGER:
3CDC loans funds to qualified developers for urban redevelopment projects. The funds are drawn from two private equity funds that specifically target downtown redevelopment. More >
In all these roles, 3CDC works collaboratively with funding partners and the City of Cincinnati to bring stability and vitality to formerly distressed urban areas. developers for urban redevelopment projects. The funds are drawn from two private equity funds that specifically target downtown redevelopment.
In all these roles, 3CDC works collaboratively with funding partners and the City of Cincinnati to bring stability and vitality to formerly distressed urban areas.
Subscribe to:
Posts (Atom)