Location: Mexico City (DF)
Website: livingmobs.com
La Ciudad de México necesita tu ayuda en el Audi Urban Future Award 2014, una iniciativa global para pensar el siguiente salto en movilidad urbana. Con tu participación, arquitectura 911sc, IIMAS-UNAM y Laboratorio para la Ciudad, área experimental del GDF, buscan entender y mejorar como nos movemos.
El Sistema Operativo de la Ciudad es un nuevo contrato social por medio del cual un grupo de socios, plataformas tecnológicas y procesos generaran oportunidades para re-imaginar la movilidad de la Ciudad de Mexico.
Living Mobs es una encuesta interactiva que obtiene datos anónimos sobre movilidad de la ciudadanía. Donando datos, contribuirás a mejorar las políticas públicas, la movilidad y la calidad de vida de nuestra ciudad.
Mexico City (DF) needs your help in the Audi Urban Future Award 2014, a global initiative to take the next leap in urban mobility. With your participation, architecture 911sc, IIMAS-UNAM and laboratory for the city, experimental area of the GDF, seek to understand and improve as we grow.
The operating system of the city is a new social contract by means of which a group of partners, technology platforms and processes generate opportunities to re-imagine the mobility of Mexico City.
Living Mobs is an interactive survey that gets anonymous data on mobility of citizens. Donating data, contribute to improve policies, mobility and quality of life in our city.
Showing posts with label Urban. Show all posts
Showing posts with label Urban. Show all posts
Friday, June 26, 2015
Wednesday, June 10, 2015
NPS Urban Agenda
Location: Nationwide
Website: http://www.nps.gov/subjects/urban/Urban-Agenda.htm
Urban Agenda is the result of two years of engagement activities that enlisted hundreds of people from the Park Service and partner organizations. The report puts forth a way of working that is more intentional, collaborative and more sustainable. While the Urban Agenda is focused on the work of the NPS in metropolitan areas, ultimately the relevancy and sustainability of every national park can be strengthened by this work.
The Agenda calls all urban park practitioners to embrace three bold principles:
1. Be Relevant to All Americans: reaching new audiences and stories that represent our nation's diverse history; diversifying our workforce to become a true reflection of the American population; and looking at "parks" in new ways and as innovative urban landscapes for new uses.
2. Activate "ONE NPS": aligning NPS parks, programs, and partnerships – the full portfolio of the National Park System.
3. Nurture a Culture of Collaboration: working in collaboration both internally and externally to better serve communities.As part of the Urban Agenda, ten model cities have been selected to provide illustrative examples and demonstrations for how NPS can apply its full portfolio of resources in strategic ways.
The Urban Matters community, a national network of urban professionals, will begin meeting again to discuss ways to activate the Urban Agenda in cities across the country.
Website: http://www.nps.gov/subjects/urban/Urban-Agenda.htm
Urban Agenda is the result of two years of engagement activities that enlisted hundreds of people from the Park Service and partner organizations. The report puts forth a way of working that is more intentional, collaborative and more sustainable. While the Urban Agenda is focused on the work of the NPS in metropolitan areas, ultimately the relevancy and sustainability of every national park can be strengthened by this work.
The Agenda calls all urban park practitioners to embrace three bold principles:
1. Be Relevant to All Americans: reaching new audiences and stories that represent our nation's diverse history; diversifying our workforce to become a true reflection of the American population; and looking at "parks" in new ways and as innovative urban landscapes for new uses.
2. Activate "ONE NPS": aligning NPS parks, programs, and partnerships – the full portfolio of the National Park System.
3. Nurture a Culture of Collaboration: working in collaboration both internally and externally to better serve communities.As part of the Urban Agenda, ten model cities have been selected to provide illustrative examples and demonstrations for how NPS can apply its full portfolio of resources in strategic ways.
The Urban Matters community, a national network of urban professionals, will begin meeting again to discuss ways to activate the Urban Agenda in cities across the country.
Friday, March 28, 2014
Jane's Walk
Location: International
Website: www.janeswalk.org
Jane’s Walk celebrates the ideas and legacy of urbanist Jane Jacobs by getting people out exploring their neighbourhoods and meeting their neighbours.Free walkin g tours held on the first weekend of May each year are led by locals who want to create a space for residents to talk about what matters to them in the places they live and work.
Since its inception in Toronto in 2007, Jane’s Walk has expanded rapidly. In May of 2013, more than 800 walks were held in over 100 cities in 22 countries worldwide.
The main Jane’s Walk event takes place annually on the first weekend of May, to coincide with Jane Jacobs’ birthday. Jane’s Walks can be organized and offered any other time of the year by enthusiastic local people or organizations, although the first weekend in May is where we focus our organizational energies and resources.
Jane’s Walk honours the legacy and ideas of urban activist and writer Jane Jacobs who championed the interests of local residents and pedestrians over a car-centered approach to planning.
Jane’s Walk often takes Jacobs’ ideas to communities unfamiliar with her ideas, in order to advance local engagement with contemporary urban planning practices. The walks helps knit people together into a strong and resourceful community, instilling belonging and encouraging civic leadership.
Thousands of people have taken part in a Jane’s Walk. Past walks have explored a wide range of urban landscapes, from social housing slated for redevelopment to areas with a rich architectural and cultural heritage, to teen hangouts and secret gardens.
Walks are led by individuals and small groups. Some are focused around historical themes more than geographical areas, for instance, some strolls have been built around ideas like the urban forestry, gay and lesbian history, places of relevance to the homeless, the history of ‘skid row’, and urgent planning matters facing certain neighbourhood. The walks offer a more personal take on local culture and issues. They are not a tourist driven initiative but an insider tour of a neighbourhood that helps open up a friendly, engaged discussion amongst interested participants.
As always, people face a complex array of challenges and hazards in our social and built environments. The decline in physical health is a problem that is exacerbated by our reliance on mechanical modes of transportation that burden our environment and infrastructure.
When it comes to making improvements to the livability and vibrancy of neighbourhoods, people are often isolated or unaware of others who may share their interests. Jane's Walk attempts to do this by the following:
- Help bridge these gaps and encourages people to explore the sidewalks they use for the basic tasks of daily life – tasks like shopping, getting to school and work.
- Help make cities and streets safe for all users. We encourage people to get out and walk not just for recreation, but for basic tasks of daily life, shopping, schools and work. Walking not only improves health, it increases social cohesion and connection.
- Help pedestrians by providing a simple walkability tool kit, available on our website, which gives the basic tools for recognizing, discussing and improving local walking conditions.
Jane’s Walks are usually organized by a broad network of people and groups who share a common concern for making cities more livable but a spectrum of approaches and observations about the neighbourhood, the city, the past and future are welcomed.
As with all community organizing, the wider the network, the lighter the organizational load for everyone. A key principle of Jane’s Walk is that it is self-organizing and self-selecting. Tour guides don’t have to be familiar with Jane Jacobs’ work to lead a tour, but we encourage people to find out more by reading her books or consulting our website for more links and primers on her ideas.
Jane’s Walk was inaugurated on May 5, 2007 in Toronto by a group of Jane Jacobs’ friends and colleagues who wanted to honour her ideas and legacy. They decided upon a simple, adaptable, and what would prove to be, an internationally successful concept – free neighbourhood walking tours led by local volunteers. Mary Rowe, Margie Zeidler, Chris Winter, Alan Broadbent and Ann Peters made the first Jane’s Walks happen that year with 27 tours. Attendance and buzz exceeded all expectations.
CBC broadcaster Jane Farrow, one of the inaugural tour guides, quickly came on board to explore how Jane’s Walk could be shared with other cities. That fall, she organized the event in New York City, making sure to include a range of neighbourhoods outside the core and in the process showcased an exciting variety of perspectives on city-building and community organizing. It was clear that Jane’s Walk filled a need people had to talk about issues affecting their neighbourhoods, and as such, had unlimited potential in helping communities find their voice.
Since then, Jane’s Walk has been successfully exported and adapted to many more cities. The event and its namesake, Jane Jacobs, mobilizes local residents to get out and share the stories of the urban spaces they know and love, to meet neighbours, to explore common cause in making improvements and celebrating their successes.
Jane’s Walk has expanded beyond the confines of an annual event by researching urban and suburban walkability conditions in association with Paul Hess of the University of Toronto Geography Department.
We are also engaged in consulting with planning firms and municipal stakeholders in how to make the city more walkable and welcome the input of local residents. Jane’s Walk has been adapted in schools and used both in classes and as an extra-curricular activity.
The City of Toronto has made good use of our bank of neighbourhood tour guides, getting employees out on ‘discovery walks’ and getting to know how their policies have an impact on people and places.
Website: www.janeswalk.org
Jane’s Walk celebrates the ideas and legacy of urbanist Jane Jacobs by getting people out exploring their neighbourhoods and meeting their neighbours.Free walkin g tours held on the first weekend of May each year are led by locals who want to create a space for residents to talk about what matters to them in the places they live and work.
Since its inception in Toronto in 2007, Jane’s Walk has expanded rapidly. In May of 2013, more than 800 walks were held in over 100 cities in 22 countries worldwide.
The main Jane’s Walk event takes place annually on the first weekend of May, to coincide with Jane Jacobs’ birthday. Jane’s Walks can be organized and offered any other time of the year by enthusiastic local people or organizations, although the first weekend in May is where we focus our organizational energies and resources.
Jane’s Walk honours the legacy and ideas of urban activist and writer Jane Jacobs who championed the interests of local residents and pedestrians over a car-centered approach to planning.
Jane’s Walk often takes Jacobs’ ideas to communities unfamiliar with her ideas, in order to advance local engagement with contemporary urban planning practices. The walks helps knit people together into a strong and resourceful community, instilling belonging and encouraging civic leadership.
Thousands of people have taken part in a Jane’s Walk. Past walks have explored a wide range of urban landscapes, from social housing slated for redevelopment to areas with a rich architectural and cultural heritage, to teen hangouts and secret gardens.
Walks are led by individuals and small groups. Some are focused around historical themes more than geographical areas, for instance, some strolls have been built around ideas like the urban forestry, gay and lesbian history, places of relevance to the homeless, the history of ‘skid row’, and urgent planning matters facing certain neighbourhood. The walks offer a more personal take on local culture and issues. They are not a tourist driven initiative but an insider tour of a neighbourhood that helps open up a friendly, engaged discussion amongst interested participants.
As always, people face a complex array of challenges and hazards in our social and built environments. The decline in physical health is a problem that is exacerbated by our reliance on mechanical modes of transportation that burden our environment and infrastructure.
When it comes to making improvements to the livability and vibrancy of neighbourhoods, people are often isolated or unaware of others who may share their interests. Jane's Walk attempts to do this by the following:
- Help bridge these gaps and encourages people to explore the sidewalks they use for the basic tasks of daily life – tasks like shopping, getting to school and work.
- Help make cities and streets safe for all users. We encourage people to get out and walk not just for recreation, but for basic tasks of daily life, shopping, schools and work. Walking not only improves health, it increases social cohesion and connection.
- Help pedestrians by providing a simple walkability tool kit, available on our website, which gives the basic tools for recognizing, discussing and improving local walking conditions.
Jane’s Walks are usually organized by a broad network of people and groups who share a common concern for making cities more livable but a spectrum of approaches and observations about the neighbourhood, the city, the past and future are welcomed.
As with all community organizing, the wider the network, the lighter the organizational load for everyone. A key principle of Jane’s Walk is that it is self-organizing and self-selecting. Tour guides don’t have to be familiar with Jane Jacobs’ work to lead a tour, but we encourage people to find out more by reading her books or consulting our website for more links and primers on her ideas.
Jane’s Walk was inaugurated on May 5, 2007 in Toronto by a group of Jane Jacobs’ friends and colleagues who wanted to honour her ideas and legacy. They decided upon a simple, adaptable, and what would prove to be, an internationally successful concept – free neighbourhood walking tours led by local volunteers. Mary Rowe, Margie Zeidler, Chris Winter, Alan Broadbent and Ann Peters made the first Jane’s Walks happen that year with 27 tours. Attendance and buzz exceeded all expectations.
CBC broadcaster Jane Farrow, one of the inaugural tour guides, quickly came on board to explore how Jane’s Walk could be shared with other cities. That fall, she organized the event in New York City, making sure to include a range of neighbourhoods outside the core and in the process showcased an exciting variety of perspectives on city-building and community organizing. It was clear that Jane’s Walk filled a need people had to talk about issues affecting their neighbourhoods, and as such, had unlimited potential in helping communities find their voice.
Since then, Jane’s Walk has been successfully exported and adapted to many more cities. The event and its namesake, Jane Jacobs, mobilizes local residents to get out and share the stories of the urban spaces they know and love, to meet neighbours, to explore common cause in making improvements and celebrating their successes.
Jane’s Walk has expanded beyond the confines of an annual event by researching urban and suburban walkability conditions in association with Paul Hess of the University of Toronto Geography Department.
We are also engaged in consulting with planning firms and municipal stakeholders in how to make the city more walkable and welcome the input of local residents. Jane’s Walk has been adapted in schools and used both in classes and as an extra-curricular activity.
The City of Toronto has made good use of our bank of neighbourhood tour guides, getting employees out on ‘discovery walks’ and getting to know how their policies have an impact on people and places.
Sunday, February 2, 2014
Womens Community Revitalization Project
Location: Philadelphia, PA
Website: www.wcrphila.com
The Women’s Community Revitalization Project (WCRP) is committed to social and economic equity for low-income women and their families. We develop housing and neighborhood facilities; provide supportive services; advocate for policy change; and honor leadership, dignity, and justice in our communities.
When you start with women, you are at the core of communities and families. There is power in women working together to make change. WCRP has created a model that works for community development, putting that power to work for low-income women and their families.
WE ACCOMPLISH OUR WORK THROUGH FOUR PROGRAMS:
- Affordable Housing Development
- Supportive Services for Families
- Leadership and Advocacy
- Facilities Development
Women’s Community Revitalization Project values low-income women and their families and their power to make decisions that improve their lives. We honor leaders in our community, find solutions to any challenge, and bring hope and possibility to the women that we serve. We are Women’s Community Revitalization Project. Together we’re building a place for everyone.
Website: www.wcrphila.com
The Women’s Community Revitalization Project (WCRP) is committed to social and economic equity for low-income women and their families. We develop housing and neighborhood facilities; provide supportive services; advocate for policy change; and honor leadership, dignity, and justice in our communities.
When you start with women, you are at the core of communities and families. There is power in women working together to make change. WCRP has created a model that works for community development, putting that power to work for low-income women and their families.
WE ACCOMPLISH OUR WORK THROUGH FOUR PROGRAMS:
- Affordable Housing Development
- Supportive Services for Families
- Leadership and Advocacy
- Facilities Development
Women’s Community Revitalization Project values low-income women and their families and their power to make decisions that improve their lives. We honor leaders in our community, find solutions to any challenge, and bring hope and possibility to the women that we serve. We are Women’s Community Revitalization Project. Together we’re building a place for everyone.
Wednesday, January 8, 2014
Urban Conservancy
Location: New Orleans, LA
Website: www.urbanconservancy.org
The Urban Conservancy’s core values guide our interaction with each other, our stakeholders, our associates and our community. We believe in:
- Equity
- Collaboration
- Being pro-active
Dynamic integration
- Being solution-focused
- Facilitation
- Well-informed constituents
- Being pro-local
Our values provide consistency as we strive to meet our goals:
LOCAL CONTROL
Communities have the right to democratically control their urban environment.
QUALITY OF LIFE
All residents deserve a high quality of life.
The unique culture of Southeast Louisiana is at the heart of our quality of life.
RESPONSIBLE DEVELOPMENT
Responsible development maintains the strengths of the historic built environment including connectivity within and between neighborhoods.
ACCESS TO INFORMATION
Residents need transparency in government and access to accurate information in order to make informed decisions with regard to their communities.
LOCAL ECONOMIES
Diversified local economies sustain the people who live and work in the community.
Website: www.urbanconservancy.org
The Urban Conservancy’s core values guide our interaction with each other, our stakeholders, our associates and our community. We believe in:
- Equity
- Collaboration
- Being pro-active
Dynamic integration
- Being solution-focused
- Facilitation
- Well-informed constituents
- Being pro-local
Our values provide consistency as we strive to meet our goals:
LOCAL CONTROL
Communities have the right to democratically control their urban environment.
QUALITY OF LIFE
All residents deserve a high quality of life.
The unique culture of Southeast Louisiana is at the heart of our quality of life.
RESPONSIBLE DEVELOPMENT
Responsible development maintains the strengths of the historic built environment including connectivity within and between neighborhoods.
ACCESS TO INFORMATION
Residents need transparency in government and access to accurate information in order to make informed decisions with regard to their communities.
LOCAL ECONOMIES
Diversified local economies sustain the people who live and work in the community.
Monday, December 2, 2013
Urban Development Institute
Location:
Website: www.udi.bc.ca
The Urban Development Institute is a national non-profit association (with international affiliations) of the development industry and its related professions that is non-partisan in its activities.
With over 600 corporate members, UDI Pacific represents thousands of individuals involved in all facets of land development and planning, including: developers, property managers, financial lenders, lawyers, engineers, planners, architects, appraisers, real estate professionals, local governments and government agencies.
Since 1972, the Pacific Region has been dedicated to fostering effective communication between the industry, government, and the public; and aims to improve both housing and job opportunities for all British Columbians.
UDI Pacific also serves as the public voice of the real estate development industry, communicating with the media on a number of issues. UDI concentrates its activities in three primary areas: government relations, professional development and education, and research. As a "Partner in Community Building," the Urban Development Institute is committed to working with communities and governments to create and achieve the vision of balanced, well-planned and sustainable communities.
The Urban Development Institute, a non-profit association of the development industry in British Columbia, promotes wise and efficient urban growth, good planning and good development practices, affordable housing and high quality commercial and industrial developments.
Website: www.udi.bc.ca
The Urban Development Institute is a national non-profit association (with international affiliations) of the development industry and its related professions that is non-partisan in its activities.
With over 600 corporate members, UDI Pacific represents thousands of individuals involved in all facets of land development and planning, including: developers, property managers, financial lenders, lawyers, engineers, planners, architects, appraisers, real estate professionals, local governments and government agencies.
Since 1972, the Pacific Region has been dedicated to fostering effective communication between the industry, government, and the public; and aims to improve both housing and job opportunities for all British Columbians.
UDI Pacific also serves as the public voice of the real estate development industry, communicating with the media on a number of issues. UDI concentrates its activities in three primary areas: government relations, professional development and education, and research. As a "Partner in Community Building," the Urban Development Institute is committed to working with communities and governments to create and achieve the vision of balanced, well-planned and sustainable communities.
The Urban Development Institute, a non-profit association of the development industry in British Columbia, promotes wise and efficient urban growth, good planning and good development practices, affordable housing and high quality commercial and industrial developments.
Thursday, November 7, 2013
Untapped Cities
Location: International
Website: untappedcities.com
Untapped Cities is a community of over 200 contributors uncovering the best of urban life from cities around the globe.
Our writers and photographers are in the streets, unearthing quirky places, stories and events.
We’re interested in what’s unseen–whether hidden, unnoticed or lost in the past–and how it informs city life now and in the future.
Website: untappedcities.com
Untapped Cities is a community of over 200 contributors uncovering the best of urban life from cities around the globe.
Our writers and photographers are in the streets, unearthing quirky places, stories and events.
We’re interested in what’s unseen–whether hidden, unnoticed or lost in the past–and how it informs city life now and in the future.
Thursday, October 17, 2013
CIVITAS
Location: Manhattan, NY
Website: www.civitasnyc.org
We are a union of citizens dedicated to improving neighborhood quality of life in the Upper East Side and East Harlem since 1981.
CIVITAS promotes urban planning, zoning and land use policies that are sensible and sensitive to residential life in our neighborhoods.
CIVITAS supports environmentally sound development, vibrant retail activity at street level, uncluttered sidewalks and access to good public transit.
CIVITAS opposes overbearing towers that are non-contextual and cut off light and air from surrounding buildings and the sidewalk below.
CIVITAS commissions urban planning studies, speaks out at public hearings, issues reports and keeps its members informed on current issues impacting on urban life, including traffic congestion, historic preservation, zoning variances, water quality and public access to parks and the waterfront.
In 1981, when CIVITAS was founded, August Heckscher, its first chair, hearkened back to the Roman Republic to find a name that would express the spirit of the new community organization. The name chosen, “CIVITAS,” referred to that quality of a citizen that made him deeply involved in the life and fate of his city. Such has been the guiding spirit for CIVITAS ever since.
The mission of CIVITAS is to foster, mobilize and coordinate civic concern in the community of Manhattan’s Upper East Side and East Harlem. To that end, CIVITAS seeks to promote, preserve and protect residential neighborhoods that are lively and livable.
Website: www.civitasnyc.org
We are a union of citizens dedicated to improving neighborhood quality of life in the Upper East Side and East Harlem since 1981.
CIVITAS promotes urban planning, zoning and land use policies that are sensible and sensitive to residential life in our neighborhoods.
CIVITAS supports environmentally sound development, vibrant retail activity at street level, uncluttered sidewalks and access to good public transit.
CIVITAS opposes overbearing towers that are non-contextual and cut off light and air from surrounding buildings and the sidewalk below.
CIVITAS commissions urban planning studies, speaks out at public hearings, issues reports and keeps its members informed on current issues impacting on urban life, including traffic congestion, historic preservation, zoning variances, water quality and public access to parks and the waterfront.
In 1981, when CIVITAS was founded, August Heckscher, its first chair, hearkened back to the Roman Republic to find a name that would express the spirit of the new community organization. The name chosen, “CIVITAS,” referred to that quality of a citizen that made him deeply involved in the life and fate of his city. Such has been the guiding spirit for CIVITAS ever since.
The mission of CIVITAS is to foster, mobilize and coordinate civic concern in the community of Manhattan’s Upper East Side and East Harlem. To that end, CIVITAS seeks to promote, preserve and protect residential neighborhoods that are lively and livable.
Tuesday, October 15, 2013
The Urban Assembly
Location: New York, NY
Website: www.urbanassembly.org
The Urban Assembly was founded in 1990 to address a wide range of poverty issues. In the mid-'90s we spearheaded a major planning effort to transform a 300-block area of the South Bronx.
That effort identified the lack of high-quality local secondary schools as a major concern and recommended creating three model high schools, each tied to a major local institution.
In 1997, in partnership with the New York City Department of Education and New Visions for Public Schools, the Urban Assembly opened the first of these schools, the Bronx School for Law, Government and Justice, and in 2002 it opened the second, the Academy for Careers in Sports.
Based on our success, the Urban Assembly was invited to submit proposals for two more schools. In 2003, we opened the Bronx Academy of Letters, and, inspired by the commitment of Mayor Michael Bloomberg and former Schools Chancellor Joel Klein, shifted the organization’s focus exclusively to the creation and support of new small schools.
Twenty-one Urban Assembly schools are now up and running.
We are reaching into the communities where kids need us most and giving thousands of students the education they deserve. By every measure, our children are among the city’s most underserved.
94% of our students are African-American and Latino. 69% of our students qualify for free and reduced lunch programs. 70% of 9th graders enter our high schools with scores below city and state proficiency levels in math. 64% are below proficiency in reading. 50% of our students speak a language other than English at home.
Our schools demonstrate that at risk students can achieve incredible success with the right learning environment, instruction and support. The Urban Assembly’s network-wide graduation rate is 76% — 15 points higher than the New York City average and seven points higher than the national average. Several of our schools have graduation rates above 90%.
Website: www.urbanassembly.org
The Urban Assembly was founded in 1990 to address a wide range of poverty issues. In the mid-'90s we spearheaded a major planning effort to transform a 300-block area of the South Bronx.
That effort identified the lack of high-quality local secondary schools as a major concern and recommended creating three model high schools, each tied to a major local institution.
In 1997, in partnership with the New York City Department of Education and New Visions for Public Schools, the Urban Assembly opened the first of these schools, the Bronx School for Law, Government and Justice, and in 2002 it opened the second, the Academy for Careers in Sports.
Based on our success, the Urban Assembly was invited to submit proposals for two more schools. In 2003, we opened the Bronx Academy of Letters, and, inspired by the commitment of Mayor Michael Bloomberg and former Schools Chancellor Joel Klein, shifted the organization’s focus exclusively to the creation and support of new small schools.
Twenty-one Urban Assembly schools are now up and running.
We are reaching into the communities where kids need us most and giving thousands of students the education they deserve. By every measure, our children are among the city’s most underserved.
94% of our students are African-American and Latino. 69% of our students qualify for free and reduced lunch programs. 70% of 9th graders enter our high schools with scores below city and state proficiency levels in math. 64% are below proficiency in reading. 50% of our students speak a language other than English at home.
Our schools demonstrate that at risk students can achieve incredible success with the right learning environment, instruction and support. The Urban Assembly’s network-wide graduation rate is 76% — 15 points higher than the New York City average and seven points higher than the national average. Several of our schools have graduation rates above 90%.
Wednesday, October 9, 2013
Copenhagen Climate Adaption Plan
Location: Copenhagen, Denmark
Website: subsite.kk.dk/sitecore/content/Subsites/CityOfCopenhagen/SubsiteFrontpage/LivingInCopenhagen/ClimateAndEnvironment/ClimateAdaptation/CopenhagenClimateAdaptionPlan.aspx
We cannot get away from it: the climate is changing, and in the future we will get more rain, higher sea levels and warmer weather.
This presents Copenhagen with a number of challenges. If we wait to deal with them, it will become expensive, and coming generations of Copenhageners will have to use a lot of resources in order to avoid seriously damaging our city.
With this plan, we are meeting the challenges now. Doing this in good time will help us to keep expenses down as well as offering us a number of exciting possibilities. Climate adaptation can contribute to giving us a greener city as well as more growth and more jobs.
In other words, we must exploit the climate challenges positively, by acting in a way which will please both citizens and businesses – not just in 50 years time, but here and now.
Amongst other actions we take, we must cope with the larger quantities of rainwater and ensure a pleasant climate by means of green roofs and facades and more trees as well as green and blue areas.
We have already had excellent experiences with using the challenges we face to provide more opportunities for Copenhageners. The popular harbour swimming pools are the result of persistent efforts to deal with rain water, so that it does not contaminate the harbour waters along with the waste water. The cleanliness of the water in the harbour has attracted international attention and by focusing on climate adaptation, we will gain even more experience in the future about how to develop and adapt solutions which will benefit other cities as well as putting Copenhagen on the map.
This plan is our starting point for incorporating the necessary climate adaptation into our thinking in all areas of the city’s development in good time. So, climate adaptation and the development of an attractive and green major city will become two sides of the same coin.
Website: subsite.kk.dk/sitecore/content/Subsites/CityOfCopenhagen/SubsiteFrontpage/LivingInCopenhagen/ClimateAndEnvironment/ClimateAdaptation/CopenhagenClimateAdaptionPlan.aspx
We cannot get away from it: the climate is changing, and in the future we will get more rain, higher sea levels and warmer weather.
This presents Copenhagen with a number of challenges. If we wait to deal with them, it will become expensive, and coming generations of Copenhageners will have to use a lot of resources in order to avoid seriously damaging our city.
With this plan, we are meeting the challenges now. Doing this in good time will help us to keep expenses down as well as offering us a number of exciting possibilities. Climate adaptation can contribute to giving us a greener city as well as more growth and more jobs.
In other words, we must exploit the climate challenges positively, by acting in a way which will please both citizens and businesses – not just in 50 years time, but here and now.
Amongst other actions we take, we must cope with the larger quantities of rainwater and ensure a pleasant climate by means of green roofs and facades and more trees as well as green and blue areas.
We have already had excellent experiences with using the challenges we face to provide more opportunities for Copenhageners. The popular harbour swimming pools are the result of persistent efforts to deal with rain water, so that it does not contaminate the harbour waters along with the waste water. The cleanliness of the water in the harbour has attracted international attention and by focusing on climate adaptation, we will gain even more experience in the future about how to develop and adapt solutions which will benefit other cities as well as putting Copenhagen on the map.
This plan is our starting point for incorporating the necessary climate adaptation into our thinking in all areas of the city’s development in good time. So, climate adaptation and the development of an attractive and green major city will become two sides of the same coin.
Saturday, October 5, 2013
Eckocenter
Location: International
Website: http://www.coca-colacompany.com/stories/a-pilot-the-first-ekocenter-in-action#TCCC
Today, more than 1 billion people lack access to safe drinking water and approximately 2.5 billion don’t have adequate sanitation, making billions of people around the world vulnerable to disease and other development challenges.
To help provide communities in need with access to safe drinking water and other basic necessities, The Coca-Cola Company, together with DEKA, and other critical partners including development banks, NGOs and companies, launched EKOCENTER™ - a downtown in a box - with the Slingshot™ water purification system housed within the community center. The EKOCENTER project aims to improve the holistic well-being of developing communities around the world, focusing on those within the Bottom of the Pyramid (BoP), the largest, poorest socio-economic group. Globally, this represents nearly 4 billion people who live on less than US$2 per day.
Coca-Cola Company has been committed to making a positive, lasting difference in the local communities in which we operate. Through EKOCENTER, we are striving to continue this commitment. The project, which began as a pilot in South Africa in August 2013, will not only help deliver safe water and other necessities to some of the most remote and distressed areas of the world but also empower community members, especially women, through entrepreneurship and employment opportunities.
EKOCENTER is a modularly designed kiosk with Slingshot at its core, transformed from a 20-foot shipping container into a hub of community activity, offering clean, safe drinking water, alongside other services, such as access to wireless communication, electricity, vaccination storage, and more tailored to address community needs. EKOCENTER strives to help communities thrive— each and every community member—from the people using EKOCENTER to the local entrepreneur operating it.
By 2015, we will place between 1,500 and 2,000 units in the form of EKOCENTERs, “downtowns in a box,” or Slingshot water purification systems to deliver further services beyond clean water, in Africa, Asia, Latin America and North America. Through this commitment, we aim to deliver 500 million liters of safe drinking water, while promoting greater local development in communities that need it most.
What is Slingshot technology? Each EKOCENTER is equipped with Slingshot technology. The Slingshot water purification system—developed in partnership with DEKA R&D—uses vapor compression distillation (VCD) technology to turn any source of dirty water—river water, ocean water and even raw sewage—into safe, clean drinking water. The technology, invented by inventor and DEKA R&D President Dean Kamen, delivers approximately 800 liters of clean water daily at the hourly electricity cost of less than a standard handheld hair dryer (1kWh).
In 2012, our Company announced a partnership with DEKA at the Clinton Global Initiative to deliver stand-alone Slingshot water purification systems to schools, community centers and health clinics in rural communities in countries throughout Africa, Asia and Latin America, and as an expansion of this partnership, Slingshot will be a key component of the EKOCENTER project.
In 2013, we are deploying units in Africa and Latin America. Building on current pilot work initiated in Paraguay, Mexico and South Africa by The Coca-Cola Company and DEKA, the project will expand in early 2014 to additional markets.
Community participation and support are essential to the success of EKOCENTER, which is why we envision EKOCENTER being operated by local female entrepreneurs, complementing our initiative, and with support from technology, development, and financial partners.
We recognize that partnership with other companies, NGOs and government partners is key to leverage collective thinking, experience, innovation, products and financial support to execute EKOCENTER in a thoughtful manner with long-term viability in mind. Working with business, government and civil society – what we call the “Golden Triangle” – is key to making a positive difference on global challenges.
With help from DEKA, we have developed a partnership to support the EKOCENTER project. Their expertise enables us to do far more than we could alone.
EKOCENTER represents an investment in the future prosperity and progress of some of the most fragile and at-risk communities we serve,” said Muhtar Kent, Chairman and CEO, The Coca-Cola Company. “Through EKOCENTER we have the ability to change lives by offering access to safe drinking water and other needed resources, all while empowering local entrepreneurs. What started as an aspiration is now becoming a reality as we welcome our partners across the golden triangle of business, government and civil society to scale and improve this innovation.
Today, more than 1 billion people lack access to safe drinking water and approximately 2.5 billion don’t have adequate sanitation, making billions of people around the world vulnerable to disease and other development challenges.
To help provide communities in need with access to safe drinking water and other basic necessities, The Coca-Cola Company, together with DEKA, and other critical partners including development banks, NGOs and companies, launched EKOCENTER™ - a downtown in a box - with the Slingshot™ water purification system housed within the community center. The EKOCENTER project aims to improve the holistic well-being of developing communities around the world, focusing on those within the Bottom of the Pyramid (BoP), the largest, poorest socio-economic group. Globally, this represents nearly 4 billion people who live on less than US$2 per day.
Coca-Cola Company has been committed to making a positive, lasting difference in the local communities in which we operate. Through EKOCENTER, we are striving to continue this commitment. The project, which began as a pilot in South Africa in August 2013, will not only help deliver safe water and other necessities to some of the most remote and distressed areas of the world but also empower community members, especially women, through entrepreneurship and employment opportunities.
EKOCENTER is a modularly designed kiosk with Slingshot at its core, transformed from a 20-foot shipping container into a hub of community activity, offering clean, safe drinking water, alongside other services, such as access to wireless communication, electricity, vaccination storage, and more tailored to address community needs. EKOCENTER strives to help communities thrive— each and every community member—from the people using EKOCENTER to the local entrepreneur operating it.
By 2015, we will place between 1,500 and 2,000 units in the form of EKOCENTERs, “downtowns in a box,” or Slingshot water purification systems to deliver further services beyond clean water, in Africa, Asia, Latin America and North America. Through this commitment, we aim to deliver 500 million liters of safe drinking water, while promoting greater local development in communities that need it most.
What is Slingshot technology? Each EKOCENTER is equipped with Slingshot technology. The Slingshot water purification system—developed in partnership with DEKA R&D—uses vapor compression distillation (VCD) technology to turn any source of dirty water—river water, ocean water and even raw sewage—into safe, clean drinking water. The technology, invented by inventor and DEKA R&D President Dean Kamen, delivers approximately 800 liters of clean water daily at the hourly electricity cost of less than a standard handheld hair dryer (1kWh).
In 2012, our Company announced a partnership with DEKA at the Clinton Global Initiative to deliver stand-alone Slingshot water purification systems to schools, community centers and health clinics in rural communities in countries throughout Africa, Asia and Latin America, and as an expansion of this partnership, Slingshot will be a key component of the EKOCENTER project.
In 2013, we are deploying units in Africa and Latin America. Building on current pilot work initiated in Paraguay, Mexico and South Africa by The Coca-Cola Company and DEKA, the project will expand in early 2014 to additional markets.
Community participation and support are essential to the success of EKOCENTER, which is why we envision EKOCENTER being operated by local female entrepreneurs, complementing our initiative, and with support from technology, development, and financial partners.
We recognize that partnership with other companies, NGOs and government partners is key to leverage collective thinking, experience, innovation, products and financial support to execute EKOCENTER in a thoughtful manner with long-term viability in mind. Working with business, government and civil society – what we call the “Golden Triangle” – is key to making a positive difference on global challenges.
With help from DEKA, we have developed a partnership to support the EKOCENTER project. Their expertise enables us to do far more than we could alone.
EKOCENTER represents an investment in the future prosperity and progress of some of the most fragile and at-risk communities we serve,” said Muhtar Kent, Chairman and CEO, The Coca-Cola Company. “Through EKOCENTER we have the ability to change lives by offering access to safe drinking water and other needed resources, all while empowering local entrepreneurs. What started as an aspiration is now becoming a reality as we welcome our partners across the golden triangle of business, government and civil society to scale and improve this innovation.
Located on the ground of Coca-Cola ’s Valpre natural spring water bottling plant, the EKOCENTER pilot elevates our Slingshot initiative by introducing a training facility for bottling partners, women and young entrepreneurs as we test this program for future expansion. The project supports our global commitment to replenish the water used in our beverages and their production, and to empower people and communities through employment.
Saturday, September 28, 2013
Barcelona Urban Lab
Location: Barcelona, Spain
Website: www.urbanretailinstitute.com
22barcelona.com/content/view/698/897/lang,en/
One of the aims of the "22@Barcelona" municipal company is to consolidate Barcelona’s role as an innovative city and to foster innovation in its business fabric.
BARCELONA URBAN LAB was created under this framework as a specific line of action to foster use of the city as an urban laboratory. Through this project, the city is made available to companies with innovative projects to test their infrastructures and services for the future in a real environment.
Urban Lab is a tool to facilitate the use of public spaces in the city of Barcelona to carry out tests and pilot programs on products and services with an urban impact, which are in the pre-market stage and in line with the Barcelona City Council’s aims, priorities and lines of action.
Urban Lab acts as a gateway to the City Council and facilitates internal coordination among the different areas. The form detailing the pilot proposal is presented to the Urban Lab Board, made up of members that are directly responsible for different areas of action (such as urban-planning, mobility, environment, etc.) and this group approves or rejects implementation of the plan.
Urban Lab allows for the creation of pilot programs but is not a tool to sell products that already exist on the market. In fact, the pilot programs are funded by the companies themselves and this is not a funding tool for innovative projects. Furthermore, carrying out a pilot program doesn’t imply any commitment on behalf of the Barcelona City Council to implement the solution tested in the long term.
The pilot programs must demonstrate an express need to use public spaces, the city streets. Other types of products/services will not be admitted into this project.
Urban Lab isn’t a showroom for products or services currently available on the market or that are being marketed. This project seeks out innovative solutions to unresolved needs.
The pilot programs must meet the Barcelona City Council’s real needs and must have a direct impact on the functioning of the city or on the services provided by the City Council itself, benefiting residents.
To foster business innovation through 22@Barcelona, the innovation district.
To reduce time to market for companies through pilot programs and, if these demonstrate their value, to allow them to then market their product or service on a large scale in Barcelona or any other city in the world.
To learn and create new products or services than can bring improvements to Barcelona’s residents.
Better products, better solutions, and better municipal services.
Test space and testing in a real environment to facilitate market access and increase business competitiveness.
This is a powerful technology-transfer tool on both a local and international scale.
A tool to facilitate the introduction of new solutions (ongoing improvement).
Website: www.urbanretailinstitute.com
22barcelona.com/content/view/698/897/lang,en/
One of the aims of the "22@Barcelona" municipal company is to consolidate Barcelona’s role as an innovative city and to foster innovation in its business fabric.
BARCELONA URBAN LAB was created under this framework as a specific line of action to foster use of the city as an urban laboratory. Through this project, the city is made available to companies with innovative projects to test their infrastructures and services for the future in a real environment.
Urban Lab is a tool to facilitate the use of public spaces in the city of Barcelona to carry out tests and pilot programs on products and services with an urban impact, which are in the pre-market stage and in line with the Barcelona City Council’s aims, priorities and lines of action.
Urban Lab acts as a gateway to the City Council and facilitates internal coordination among the different areas. The form detailing the pilot proposal is presented to the Urban Lab Board, made up of members that are directly responsible for different areas of action (such as urban-planning, mobility, environment, etc.) and this group approves or rejects implementation of the plan.
Urban Lab allows for the creation of pilot programs but is not a tool to sell products that already exist on the market. In fact, the pilot programs are funded by the companies themselves and this is not a funding tool for innovative projects. Furthermore, carrying out a pilot program doesn’t imply any commitment on behalf of the Barcelona City Council to implement the solution tested in the long term.
The pilot programs must demonstrate an express need to use public spaces, the city streets. Other types of products/services will not be admitted into this project.
Urban Lab isn’t a showroom for products or services currently available on the market or that are being marketed. This project seeks out innovative solutions to unresolved needs.
The pilot programs must meet the Barcelona City Council’s real needs and must have a direct impact on the functioning of the city or on the services provided by the City Council itself, benefiting residents.
To foster business innovation through 22@Barcelona, the innovation district.
To reduce time to market for companies through pilot programs and, if these demonstrate their value, to allow them to then market their product or service on a large scale in Barcelona or any other city in the world.
To learn and create new products or services than can bring improvements to Barcelona’s residents.
Better products, better solutions, and better municipal services.
Test space and testing in a real environment to facilitate market access and increase business competitiveness.
This is a powerful technology-transfer tool on both a local and international scale.
A tool to facilitate the introduction of new solutions (ongoing improvement).
Tuesday, September 24, 2013
National Day of Civic Hacking
Location: Nationwide
Website: www.urbanretailinstitute.com
National Day of Civic Hacking is a national event that will take place June 1-2, 2013, in cities across the nation. The event will bring together citizens, software developers, and entrepreneurs from all over the nation to collaboratively create, build, and invent new solutions using publicly-released data, code and technology to solve challenges relevant to our neighborhoods, our cities, our states and our country. National Day of Civic Hacking will provide citizens an opportunity to do what is most quintessentially American: roll up our sleeves, get involved and work together to improve our society.
The event will leverage the expertise and entrepreneurial spirit of those outside federal, state and local government to drive meaningful, technology-based solutions for federal, state and local government. It demonstrates what's possible when we all work together to strengthen our society and our lives. YOU can make a difference no matter where you live.
You should participate in National Day of Civic Hacking because the toughest challenges are not one community’s alone to solve. This is a unique opportunity to:
- get involved, connect with others like yourself,
- develop technology that will make the world a better place,
- demonstrate a commitment to the principles of transparency, participation, and collaboration.
- exercise a government’s interest in using open data and technology, in partnership with others, to address your local community’s felt needs,
- liberate open data that can inform better problem solving in every community,
- continue to collectively map a national innovation ecosystem and create new access points to that system,
- engage citizens in cities with little technology infrastructure to contribute to changing their community through open source, open data, entrepreneurship and code development,
- promote Science, Technology, Engineering and Mathematics (STEM) education by encouraging students to utilize open technology for solutions to real challenges, and
- encourage large scale partnership and mutual understanding.
National Day of Civic Hacking will not be the same type of event in each city. Depending on the local needs of your community, it might be a block party brigade meetup - or something else entirely.
Our vision is for the National Day of Civic Hacking to take place in at least one city in all 50 states and territories. If you do not see your city on the list and are interested in planning or supporting an event, get involved today!
There are many ways you can get involved in National Day of Civic Hacking. Our success will lie in government agencies, companies, organizations, universities and citizens working together to make a difference.
Plan an event today and bring the National Day of Civic Hacking to your town!
Your first decision will be to determine which type of event you want to host.
Are you interested in helping to host, fund or support an event in your community? This is truly a community effort and we need your help! Contact us for more information on how to get involved. Contribute data, code, or a challenge idea.
Do you have data, APIs, code, or other resources that could help inform solutions? Do you have an idea for a challenge to be addressed?
There are many ways in which you or your organization can support National Day of Civic Hacking. If you are interested in supporting National Day of Civic Hacking at a National Level, contact us. If you are interested in sponsoring exclusively at your local event, check the events page and reach out to an organizer near you.
Website: www.urbanretailinstitute.com
National Day of Civic Hacking is a national event that will take place June 1-2, 2013, in cities across the nation. The event will bring together citizens, software developers, and entrepreneurs from all over the nation to collaboratively create, build, and invent new solutions using publicly-released data, code and technology to solve challenges relevant to our neighborhoods, our cities, our states and our country. National Day of Civic Hacking will provide citizens an opportunity to do what is most quintessentially American: roll up our sleeves, get involved and work together to improve our society.
The event will leverage the expertise and entrepreneurial spirit of those outside federal, state and local government to drive meaningful, technology-based solutions for federal, state and local government. It demonstrates what's possible when we all work together to strengthen our society and our lives. YOU can make a difference no matter where you live.
You should participate in National Day of Civic Hacking because the toughest challenges are not one community’s alone to solve. This is a unique opportunity to:
- get involved, connect with others like yourself,
- develop technology that will make the world a better place,
- demonstrate a commitment to the principles of transparency, participation, and collaboration.
- exercise a government’s interest in using open data and technology, in partnership with others, to address your local community’s felt needs,
- liberate open data that can inform better problem solving in every community,
- continue to collectively map a national innovation ecosystem and create new access points to that system,
- engage citizens in cities with little technology infrastructure to contribute to changing their community through open source, open data, entrepreneurship and code development,
- promote Science, Technology, Engineering and Mathematics (STEM) education by encouraging students to utilize open technology for solutions to real challenges, and
- encourage large scale partnership and mutual understanding.
National Day of Civic Hacking will not be the same type of event in each city. Depending on the local needs of your community, it might be a block party brigade meetup - or something else entirely.
Our vision is for the National Day of Civic Hacking to take place in at least one city in all 50 states and territories. If you do not see your city on the list and are interested in planning or supporting an event, get involved today!
There are many ways you can get involved in National Day of Civic Hacking. Our success will lie in government agencies, companies, organizations, universities and citizens working together to make a difference.
Plan an event today and bring the National Day of Civic Hacking to your town!
Your first decision will be to determine which type of event you want to host.
Are you interested in helping to host, fund or support an event in your community? This is truly a community effort and we need your help! Contact us for more information on how to get involved. Contribute data, code, or a challenge idea.
Do you have data, APIs, code, or other resources that could help inform solutions? Do you have an idea for a challenge to be addressed?
There are many ways in which you or your organization can support National Day of Civic Hacking. If you are interested in supporting National Day of Civic Hacking at a National Level, contact us. If you are interested in sponsoring exclusively at your local event, check the events page and reach out to an organizer near you.
Sunday, September 22, 2013
Rightsizing Streets Guide
Location: Nationwide
Website: www.urbanretailinstitute.com
pps.org/reference/rightsizing/
The needs of our communities evolve over time, and our street design should, too. That’s the idea behind ‘rightsizing streets’ – reconfiguring the layout of our streets to better serve the people who use them, whether they’re commuters driving, shoppers walking, or children bicycling.
Across the country, communities large and small are achieving impressive safety, mobility, and community outcomes by implementing such reconfigurations. Project for Public Spaces created this rightsizing resource to highlight the accomplishments of these communities and share best practices.
Our transportation staff +can advise stakeholders and decision-makers, skillfully facilitate a rightsizing process, and produce rightsized designs for agencies and community groups.
Rightsizing is the process of reallocating a street’s space to better serve its full range of users.
Picture a four lane road that was built thirty years ago in an undeveloped area, but that now has housing, shops, and an elementary school in close vicinity. The needs of the community surrounding that road have changed over three decades – and the design of that road may need to change to meet those needs as well. It may need a sidewalks or a median to help people cross safely, or on-street parking for folks who want to frequent local shops, or other safety features to prevent injuries.
Rightsizing a road can encompass a broad array of redesign measures, and should always be sensitive to context and the vision of the local community, but often involves some or all of the following goals and strategies:
- Rightsizing a street is often a prerequisite to the street becoming a place where people want to be, instead of just a corridor to pass through.
- Rightsizing reconfigures a street to best serve the people who need to use it, whether they’re drivers, pedestrians, or bicyclists. By improving safety, especially for people walking or biking, and by increasing space devoted to people, rightsizing projects cause vehicles to slow down and people to spend more time outside on the street.
This is great for people who live in the street’s vicinity, businesses that line it, and those who travel through it.
The most common type of street rightsizing converts a two-way four lane street to a three lane street. Removing one of the vehicle lanes can free up space to add or expand pedestrian, bicycle infrastructure, and on-street parking, or other uses.
A rightsized three lane street commonly has one traffic lane and one bicycle lane in each direction, with a shared two-way left hand turn lane in the center that allows cars in both directions to make a left. These changes help make a street better for the range of people using it, typically without restricting vehicle volumes or lengthening travel times.
Website: www.urbanretailinstitute.com
pps.org/reference/rightsizing/
The needs of our communities evolve over time, and our street design should, too. That’s the idea behind ‘rightsizing streets’ – reconfiguring the layout of our streets to better serve the people who use them, whether they’re commuters driving, shoppers walking, or children bicycling.
Across the country, communities large and small are achieving impressive safety, mobility, and community outcomes by implementing such reconfigurations. Project for Public Spaces created this rightsizing resource to highlight the accomplishments of these communities and share best practices.
Our transportation staff +can advise stakeholders and decision-makers, skillfully facilitate a rightsizing process, and produce rightsized designs for agencies and community groups.
Rightsizing is the process of reallocating a street’s space to better serve its full range of users.
Picture a four lane road that was built thirty years ago in an undeveloped area, but that now has housing, shops, and an elementary school in close vicinity. The needs of the community surrounding that road have changed over three decades – and the design of that road may need to change to meet those needs as well. It may need a sidewalks or a median to help people cross safely, or on-street parking for folks who want to frequent local shops, or other safety features to prevent injuries.
Rightsizing a road can encompass a broad array of redesign measures, and should always be sensitive to context and the vision of the local community, but often involves some or all of the following goals and strategies:
- Rightsizing a street is often a prerequisite to the street becoming a place where people want to be, instead of just a corridor to pass through.
- Rightsizing reconfigures a street to best serve the people who need to use it, whether they’re drivers, pedestrians, or bicyclists. By improving safety, especially for people walking or biking, and by increasing space devoted to people, rightsizing projects cause vehicles to slow down and people to spend more time outside on the street.
This is great for people who live in the street’s vicinity, businesses that line it, and those who travel through it.
The most common type of street rightsizing converts a two-way four lane street to a three lane street. Removing one of the vehicle lanes can free up space to add or expand pedestrian, bicycle infrastructure, and on-street parking, or other uses.
A rightsized three lane street commonly has one traffic lane and one bicycle lane in each direction, with a shared two-way left hand turn lane in the center that allows cars in both directions to make a left. These changes help make a street better for the range of people using it, typically without restricting vehicle volumes or lengthening travel times.
Monday, September 16, 2013
Urban Age Institute
Location:Nationwide
Website: www.urbanretailinstitute.com
Since it was founded in 1999, Urban Age Institute (UAI) 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.
UAI believes that such a platform is a vital ingredient for smart, sustainable and equitable urban (re)development strategies.
Urban Age Magazine was founded inside the World Bank in 1991, and spun off in 1999 as an independent non-profit organization. UAI’s glossy print magazine, published in five languages, was focused on the many dimensions of city-scale innovation: economics, politics, governance, and culture.
It’s notable that all of this was being published well before ‘smart cities’ and ‘sustainable development’ became part of the metropolitan lexicon.
UAI launched Meeting of the Minds in 2007 to extend the Institute’s mission, to connect disparate leaders from different worlds, to spotlight innovators working in near-isolation.
In 2012, Meeting of the Minds took it to the next level by launching its blog at CityMinded.org. A new communications strategy quickly took shape, with monthly webinars; the Meeting of the Minds Magazine; monthly meet-ups; and other direct outreach activities.
Each activity aims to leverage the thought leadership that crystallizes during each Meeting — and that open conversation continues during the months that follow.
Website: www.urbanretailinstitute.com
Since it was founded in 1999, Urban Age Institute (UAI) 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.
UAI believes that such a platform is a vital ingredient for smart, sustainable and equitable urban (re)development strategies.
Urban Age Magazine was founded inside the World Bank in 1991, and spun off in 1999 as an independent non-profit organization. UAI’s glossy print magazine, published in five languages, was focused on the many dimensions of city-scale innovation: economics, politics, governance, and culture.
It’s notable that all of this was being published well before ‘smart cities’ and ‘sustainable development’ became part of the metropolitan lexicon.
UAI launched Meeting of the Minds in 2007 to extend the Institute’s mission, to connect disparate leaders from different worlds, to spotlight innovators working in near-isolation.
In 2012, Meeting of the Minds took it to the next level by launching its blog at CityMinded.org. A new communications strategy quickly took shape, with monthly webinars; the Meeting of the Minds Magazine; monthly meet-ups; and other direct outreach activities.
Each activity aims to leverage the thought leadership that crystallizes during each Meeting — and that open conversation continues during the months that follow.
Friday, September 13, 2013
The City Fix
Location: International
Website: www.thecityfix.com
TheCityFix is an online resource for learning about the latest in sustainable urban mobility and planning. Launched in 2007, the site connects a global network of writers, urban planners, designers, engineers, and citizens who work to make cities better places to live.
EMBARQ, a not-for-profit program of the World Resources Institute that works to catalyze and help implement environmentally, socially, and financially sustainable transport and urban planning solutions.
Since 2002, the EMBARQ network has grown to include six centers – based in Brazil, China, India, Mexico, Turkey and the Andean region, that work together with local authorities, businesses and national governments to reduce pollution, improve public health, and create safe and accessible urban environments.
TheCityFix relies on this international community and other volunteer contributors to provide a global, multi-disciplinary perspective to its coverage of issues relating to urban sustainability.
Here at TheCityFix, we rely on members of our global community to share their stories and ideas relating to urban sustainability.
Website: www.thecityfix.com
TheCityFix is an online resource for learning about the latest in sustainable urban mobility and planning. Launched in 2007, the site connects a global network of writers, urban planners, designers, engineers, and citizens who work to make cities better places to live.
EMBARQ, a not-for-profit program of the World Resources Institute that works to catalyze and help implement environmentally, socially, and financially sustainable transport and urban planning solutions.
Since 2002, the EMBARQ network has grown to include six centers – based in Brazil, China, India, Mexico, Turkey and the Andean region, that work together with local authorities, businesses and national governments to reduce pollution, improve public health, and create safe and accessible urban environments.
TheCityFix relies on this international community and other volunteer contributors to provide a global, multi-disciplinary perspective to its coverage of issues relating to urban sustainability.
Here at TheCityFix, we rely on members of our global community to share their stories and ideas relating to urban sustainability.
Thursday, September 12, 2013
PARK(ing) Day
Location: Nationwide
Website: www.parkingday.org
PARK(ing) Day is a annual open-source global event where citizens, artists and activists collaborate to temporarily transform metered parking spaces into “PARK(ing)” temporary public places.
The project began in 2005 when Rebar, a San Francisco art and design studio, converted a single metered parking space into a temporary public park in downtown San Francisco.
Since 2005, PARK(ing) Day has evolved into a global movement, with organizations and individuals (operating independently of Rebar but following an established set of guidelines) creating new forms of temporary public space in urban contexts around the world.
The mission of PARK(ing) Day is to call attention to the need for more urban open space, to generate critical debate around how public space is created and allocated, and to improve the quality of urban human habitat … at least until the meter runs out!
A brief history of PARK(ing) Day -
Rebar’s original PARK(ing) project in 2005 transformed a single metered parking space into a temporary public park in an area of San Francisco that the city had designated as lacking public open space.
The great majority of San Francisco’s downtown outdoor space is dedicated to movement and storage of private vehicles, while only a fraction of that space is allocated to serve a broader range of public needs. Paying the meter of a parking space enables one to lease precious urban real estate on a short-term basis.
The PARK(ing) project was created to explore the the range of possible activities for this short-term lease, and to provoke a critical examination of the values that generate the form of urban public space.
The original PARK(ing) Day installation by Rebar, San Francisco 2005". Our original PARK stood in place for two hours – the term of the lease offered on the face of the parking meter. When the meter expired, we rolled up the sod, packed away the bench and the tree, and gave the block a good sweep, and left. A few weeks later, as a single iconic photo of the intervention (left) traveled across the web, Rebar began receiving requests to create the PARK(ing) project in other cities. Rather than replicate the same installation, we decided to promote the project as an “open-source” project, and created a how-to manual to empower people to create their own parks without the active participation of Rebar. And thus “PARK(ing) Day” was born.
PARK(ing) Day has since been adapted and remixed to address a variety of social issues in diverse urban contexts around the world, and the project continues to expand to include interventions and experiments well beyond the basic “tree-bench-sod” park typology first modeled by Rebar.
In recent years, participants have built free health clinics, planted temporary urban farms, produced ecology demonstrations, held political seminars, built art installations, opened free bike repair shops and even held a wedding ceremony! All this in the context of this most modest urban territory – the metered parking space.
And this is the true power of the open-source model: organizers identify specific community needs and values and use the event to draw attention to issues that are important to their local public—everything from experimentation and play to acts of generosity and kindness, to political issues such as water rights, labor equity, health care and marriage equality.
All of these interventions, irrespective of where they fall on the political spectrum, support the original vision of PARK(ing) Day: to challenge existing notions of public urban space and empower people to help redefine space to suit specific community needs.
In addition to being quite a bit of fun, PARK(ing) Day has effectively re-valued the metered parking space as an important part of the commons – a site for generosity, cultural expression, socializing and play. And although the project is temporary, we hope PARK(ing) Day inspires you to participate in the civic processes that permanently alter the urban landscape.
Website: www.parkingday.org
PARK(ing) Day is a annual open-source global event where citizens, artists and activists collaborate to temporarily transform metered parking spaces into “PARK(ing)” temporary public places.
The project began in 2005 when Rebar, a San Francisco art and design studio, converted a single metered parking space into a temporary public park in downtown San Francisco.
Since 2005, PARK(ing) Day has evolved into a global movement, with organizations and individuals (operating independently of Rebar but following an established set of guidelines) creating new forms of temporary public space in urban contexts around the world.
The mission of PARK(ing) Day is to call attention to the need for more urban open space, to generate critical debate around how public space is created and allocated, and to improve the quality of urban human habitat … at least until the meter runs out!
A brief history of PARK(ing) Day -
Rebar’s original PARK(ing) project in 2005 transformed a single metered parking space into a temporary public park in an area of San Francisco that the city had designated as lacking public open space.
The great majority of San Francisco’s downtown outdoor space is dedicated to movement and storage of private vehicles, while only a fraction of that space is allocated to serve a broader range of public needs. Paying the meter of a parking space enables one to lease precious urban real estate on a short-term basis.
The PARK(ing) project was created to explore the the range of possible activities for this short-term lease, and to provoke a critical examination of the values that generate the form of urban public space.
The original PARK(ing) Day installation by Rebar, San Francisco 2005". Our original PARK stood in place for two hours – the term of the lease offered on the face of the parking meter. When the meter expired, we rolled up the sod, packed away the bench and the tree, and gave the block a good sweep, and left. A few weeks later, as a single iconic photo of the intervention (left) traveled across the web, Rebar began receiving requests to create the PARK(ing) project in other cities. Rather than replicate the same installation, we decided to promote the project as an “open-source” project, and created a how-to manual to empower people to create their own parks without the active participation of Rebar. And thus “PARK(ing) Day” was born.
PARK(ing) Day has since been adapted and remixed to address a variety of social issues in diverse urban contexts around the world, and the project continues to expand to include interventions and experiments well beyond the basic “tree-bench-sod” park typology first modeled by Rebar.
In recent years, participants have built free health clinics, planted temporary urban farms, produced ecology demonstrations, held political seminars, built art installations, opened free bike repair shops and even held a wedding ceremony! All this in the context of this most modest urban territory – the metered parking space.
And this is the true power of the open-source model: organizers identify specific community needs and values and use the event to draw attention to issues that are important to their local public—everything from experimentation and play to acts of generosity and kindness, to political issues such as water rights, labor equity, health care and marriage equality.
All of these interventions, irrespective of where they fall on the political spectrum, support the original vision of PARK(ing) Day: to challenge existing notions of public urban space and empower people to help redefine space to suit specific community needs.
In addition to being quite a bit of fun, PARK(ing) Day has effectively re-valued the metered parking space as an important part of the commons – a site for generosity, cultural expression, socializing and play. And although the project is temporary, we hope PARK(ing) Day inspires you to participate in the civic processes that permanently alter the urban landscape.
Friday, August 30, 2013
Joint Center for Housing Studies
Location: Nationwide
Website: urbanretailinstitute.com
The Center was originally formed in 1959 as the Joint Center for Urban Studies of Harvard and MIT, and took up the challenge of addressing intellectual and policy issues confronting a nation experiencing widespread demographic, economic and social changes, with dramatic and far-reaching effects on cities in particular. With principal support from the Ford Foundation the research agenda was based on the premise that the resolution of these issues called for imaginative interdisciplinary approaches to the study of urban problems and issues and required cooperation among universities, government and industry.
During the decade after its inception, when urban studies programs were not yet established at Harvard or MIT, the Center concentrated on building a bridge between multidisciplinary research and policy applications. Research activities were deliberately flexible and exploratory.
In the 1970s, the Center consolidated its research around a core of subjects related to housing. Its analysis of U.S. housing policy reflected the national debate over the government’s responsibility to ensure a decent home and suitable living environment for all its citizens. Early in this period, the Center recognized the need to supplement housing analysis with research in related fields, and with input from outside the academy, in the form of partnerships with public, private, and not-for-profit entities.
The Policy Advisory Board (PAB) of the Joint Center for Housing Studies was formed in 1971--- under the guidance of John T. Dunlop, former United States Secretary of Labor and then Dean of the Harvard Faculty of Arts and Sciences--- to bring together a diverse group of leading firms and organizations with interests and influence in the housing sector. The PAB continues to play a critical role in identifying emerging issues and trends and joins our commitment to advancing housing as a national priority.
By 1975, research in regional and urban economies, demographic trends, and social policy had been integrated into the program, and during the 1980s the Center underwent a variety of institutional changes. In 1985, the Joint Center for Urban Studies officially became the Joint Center for Housing Studies. In 1989, the Center evolved into a unit based solely at Harvard and jointly affiliated with the Graduate School of Design and the Harvard Kennedy School.
In 1988, the Center launched its signature report The State of the Nation’s Housing, which continues to provide a widely-referenced annual assessment of housing markets, homeownership, and affordability challenges. Since 1998, the Center has expanded its programs of research and convenings to address emerging issues in remodeling markets, rental housing, and housing finance, and has been at the forefront of national policy discussions concerning mortgage and consumer lending and the foreclosure crisis.
In contrast to the Center of several decades ago, the Joint Center for Housing Studies is institutionally smaller, yet more connected to national and international networks as we investigate and illuminate housing’s critical role in the economy and in communities. We continue to foster strong academic ties with schools, faculty and students from across the university community, and to engage with new initiatives on global urbanism, sustainability, and other critical topics for the 21st century. Most importantly, our work continues to serve as a resource for scholars, public and private sector leaders, housing practitioners, and policymakers.
Website: urbanretailinstitute.com
The Center was originally formed in 1959 as the Joint Center for Urban Studies of Harvard and MIT, and took up the challenge of addressing intellectual and policy issues confronting a nation experiencing widespread demographic, economic and social changes, with dramatic and far-reaching effects on cities in particular. With principal support from the Ford Foundation the research agenda was based on the premise that the resolution of these issues called for imaginative interdisciplinary approaches to the study of urban problems and issues and required cooperation among universities, government and industry.
During the decade after its inception, when urban studies programs were not yet established at Harvard or MIT, the Center concentrated on building a bridge between multidisciplinary research and policy applications. Research activities were deliberately flexible and exploratory.
In the 1970s, the Center consolidated its research around a core of subjects related to housing. Its analysis of U.S. housing policy reflected the national debate over the government’s responsibility to ensure a decent home and suitable living environment for all its citizens. Early in this period, the Center recognized the need to supplement housing analysis with research in related fields, and with input from outside the academy, in the form of partnerships with public, private, and not-for-profit entities.
The Policy Advisory Board (PAB) of the Joint Center for Housing Studies was formed in 1971--- under the guidance of John T. Dunlop, former United States Secretary of Labor and then Dean of the Harvard Faculty of Arts and Sciences--- to bring together a diverse group of leading firms and organizations with interests and influence in the housing sector. The PAB continues to play a critical role in identifying emerging issues and trends and joins our commitment to advancing housing as a national priority.
By 1975, research in regional and urban economies, demographic trends, and social policy had been integrated into the program, and during the 1980s the Center underwent a variety of institutional changes. In 1985, the Joint Center for Urban Studies officially became the Joint Center for Housing Studies. In 1989, the Center evolved into a unit based solely at Harvard and jointly affiliated with the Graduate School of Design and the Harvard Kennedy School.
In 1988, the Center launched its signature report The State of the Nation’s Housing, which continues to provide a widely-referenced annual assessment of housing markets, homeownership, and affordability challenges. Since 1998, the Center has expanded its programs of research and convenings to address emerging issues in remodeling markets, rental housing, and housing finance, and has been at the forefront of national policy discussions concerning mortgage and consumer lending and the foreclosure crisis.
In contrast to the Center of several decades ago, the Joint Center for Housing Studies is institutionally smaller, yet more connected to national and international networks as we investigate and illuminate housing’s critical role in the economy and in communities. We continue to foster strong academic ties with schools, faculty and students from across the university community, and to engage with new initiatives on global urbanism, sustainability, and other critical topics for the 21st century. Most importantly, our work continues to serve as a resource for scholars, public and private sector leaders, housing practitioners, and policymakers.
Thursday, August 22, 2013
Urban Retail Institute
Location: Nationwide
Website: www.urbanretailinstitute.com
The Urban Retail Institute has been founded to promote sustainable urban retail for historic and new city centers, with the general goal of providing for the goods and services needed and desired by their residents, workers and visitors.
The URI offers a platform for learning about new trends, research, history and an industry insider's understanding of all aspects of urban retail planning, development, operations and management. The institute is targeted for architects, concerned citizens, developers, educators, financial institutions, policy makers, retailers, students and urban planners.
A wide range of urban retail topics are reviewed including: architecture, big box retailers, department stores, cinemas, grocery stores, entertainment, lighting, independent stores, leasing, lifestyle centers, new urbanism, malls, merchandising plans, national chains, neighborhood centers, parks, parking, restaurants, streetscape, store planning, resorts, urban planning, visual merchandising and zoning policy.
The URI offers educational workshops, white papers, research and peer review for urban retail development and planning.
Website: www.urbanretailinstitute.com
The Urban Retail Institute has been founded to promote sustainable urban retail for historic and new city centers, with the general goal of providing for the goods and services needed and desired by their residents, workers and visitors.
The URI offers a platform for learning about new trends, research, history and an industry insider's understanding of all aspects of urban retail planning, development, operations and management. The institute is targeted for architects, concerned citizens, developers, educators, financial institutions, policy makers, retailers, students and urban planners.
A wide range of urban retail topics are reviewed including: architecture, big box retailers, department stores, cinemas, grocery stores, entertainment, lighting, independent stores, leasing, lifestyle centers, new urbanism, malls, merchandising plans, national chains, neighborhood centers, parks, parking, restaurants, streetscape, store planning, resorts, urban planning, visual merchandising and zoning policy.
The URI offers educational workshops, white papers, research and peer review for urban retail development and planning.
Tuesday, August 20, 2013
CommunityMatters
Location: Nationwide
Website: communitymatters.org
CommunityMatters equips cities and towns to strengthen their places and inspire change. As an alliance of leaders in the community building field CommunityMatters champions the notion that people have the power to solve their community’s problems and shape its future. We facilitate connections, provide education and infuse inspiration at the local level
CommunityMatters prepares communities to re-create themselves. Many people are already speaking up, reaching out and acting on their ideas, and those efforts need support. We offer the tools, resources and expertise that communities need, when they need them.
Whether you’re interested in building consensus for a school budget, using values to drive local decisions, or identifying technology to facilitate conversation, we stand ready to help CommunityMatters champions the idea that through transparent, collaborative conversations, communities can steer change at home. The partner organizations that comprise CommunityMatters are committed to sharing learning and best practices that help you create the vibrant place where you want to live.
Together, the CommunityMatters partnership conference and other programs fuel a growing network of leaders, thinkers and doers in a variety of disciplines – planning, sustainability, health, democracy, education, economic development and the arts - all of which are critical to building stronger communties.
CommunityMatters is inspired by the Orton Family Foundation.
Website: communitymatters.org
CommunityMatters equips cities and towns to strengthen their places and inspire change. As an alliance of leaders in the community building field CommunityMatters champions the notion that people have the power to solve their community’s problems and shape its future. We facilitate connections, provide education and infuse inspiration at the local level
CommunityMatters prepares communities to re-create themselves. Many people are already speaking up, reaching out and acting on their ideas, and those efforts need support. We offer the tools, resources and expertise that communities need, when they need them.
Whether you’re interested in building consensus for a school budget, using values to drive local decisions, or identifying technology to facilitate conversation, we stand ready to help CommunityMatters champions the idea that through transparent, collaborative conversations, communities can steer change at home. The partner organizations that comprise CommunityMatters are committed to sharing learning and best practices that help you create the vibrant place where you want to live.
Together, the CommunityMatters partnership conference and other programs fuel a growing network of leaders, thinkers and doers in a variety of disciplines – planning, sustainability, health, democracy, education, economic development and the arts - all of which are critical to building stronger communties.
CommunityMatters is inspired by the Orton Family Foundation.
Subscribe to:
Posts (Atom)