S t r a t e g i c P l a n 2 0 1 3
Contents 1. Introduction... 3 2. Mission, Goals & Objectives... 4 a. Mission Statements... 4 b. Goals & Objectives... 5 3. Definition of the Problem... 6 4. Strategies and Tactics... 7 a. Leadership... 7 b. Programs... 7 c. Capacity... 8 d. Communications... 8 e. Measuring Impact... 9 5. Conclusion... 10
ULI Triangle Strategic Plan 3 Introduction In January, 2013, the Triangle District Council of ULI undertook a strategic planning exercise facilitated by Marilee Utter, ULI Executive Vice President for District Councils; and Heidi Sweetnam, ULI Vice President for Community Outreach. The goal was to create a vision for the next three to five years of ULI Triangle s program of work, taking into account the greatest challenges facing the region and the district council s capacity to address these challenges. Process The strategic planning exercise was completed in two sessions. In the first session, a group of Triangle leadership and full members convened (January 11, 2013) to discuss the most pressing regional land use challenges and the internal strengths and weaknesses of the Triangle District Council. These discussions led to the development of an agenda for the second session, (January 24, 2013), where a larger group convened to discuss regional challenges and how the District Council should tackle those issues in order to create the greatest impact in the community. This report outlines the resulting plan.
ULI Triangle Strategic Plan 4 Mission, Goals & Objectives Mission Statements Mission of ULI The Urban Land Institute provides leadership in the responsible use of land and in creating and sustaining thriving communities worldwide. Mission of Triangle District Council The Triangle District Council seeks to act as an agent for change for the Triangle community by providing research and education on sustainable land use. As a leader in the Land Use discussion, we seek to engage public, private, and institutional partners in our communities in how we as a region can collectively build thriving and sustainable communities.
ULI Tr iangle Strategic Plan 5 Goals & Objectives: A Strengthened Focus on Vibrant Centers The ULI Triangle strategic planning sessions and a ULI Urban Innovation Grant funded Reality Check Redux Workshop which reaffirmed the importance of three Guiding Principles that emerged from the 2009 Research Triangle Regional Visioning Exercise. These principles are: 1. Vibrant Centers 2. Open Space 3. Transportation. *For more information, see the 2009 Reality Check Report and the 2012 Reality Check Redux Report. In the strategic planning discussions, ULI Triangle leaders renewed their intention to focus much of the district council s program of work on Vibrant Centers, while understanding that the other two guiding principles of Open Space and Transportation have a synergistic relationship with Vibrant Centers, and should also be addressed. To help our region develop more sustainable thriving communities in our largely suburban, high-growth region, we have developed goals to educate and undertake research in the development of vibrant centers. The program of work on Vibrant Centers will have the following three objectives: 1. Educate constituents on the importance of vibrant centers to the regional economy. Show how vibrant centers contribute to a diversified and thriving economy, and strengthen local tax bases. 2. Define the context and the elements that fall under the umbrella of successful Vibrant Centers. These include access to different modes of transportation, open spaces incorporated in center, degrees of density, infill development, etc. 3. Identify and study the most important regional existing and emerging vibrant centers. ULI Triangle will initially identify the most important eight centers to study. ULI Triangle will develop a customized plan to address lessons learned and best practices for each chosen Vibrant Center, incorporating programming, TAPs/Advisory Services, focused gatherings such as a Mayor s Forum, and/or case studies.
ULI Triangle Strategic Plan 6 Definition of the Problem Triangle J Council of Governments and Triangle Transit authored Living by the Popsicle Rule, a summary report on the market for vibrant centers in the Triangle. In the report, they defined and explored the elements that constitute Vibrant Centers. The report concluded that based on a review of the evidence and literature up to a third of Triangle residents would like to live and/or work in or near a walkable, vibrant mixed-use center. Triangle J and ULI Triangle propose to take the work done in this report to the next level partnering on two tasks: 1. Better defining the contextual elements that are associated with Vibrant Centers, including transportation/transit corridors, open space, infill development, and density gradations and transects. 2. Exploring the trade-offs between two growth trajectories for the region: continued low-density sprawl, or densification. While the region s future growth will certainly contain a mix of both alternatives, how much growth is weighted to each of the alternatives has significant implications for the cost of infrastructure, consumption of land and impact on natural resources, and the overall form of the region 30 years into the future. Examining these trade-offs should provide more data to why urbanization through a focus on vibrant centers is important. A key part of this effort will focus on a series of case studies on existing and emerging vibrant centers in the Triangle. The goal set forth in the strategic planning session was to identify the eight most important existing and emerging vibrant centers of regional significance and undertake case studies to compare and contrast their makeup. These centers would include both traditional downtowns, such as Raleigh, Durham, and Chapel Hill; as well as suburban mixed-use centers created either through greenfield development or infill redevelopment, such as Research Triangle Park, North Hills, and Erwin Square. For each of the eight centers identified, ULI Triangle proposes to: 1. Collect data that characterize each center by size, mix of uses, etc. 2. Assess the performance of the center from both a market and public policy perspective. 3. Identify any barriers to future growth and realizing these centers full potential, such as neighborhood opposition, growing roadway congestion and inadequate transit alternatives. 4. Identify a logical champion for each center to advocate for its continued success.
ULI Triangle Strategic Plan 7 Strategies and Tactics To undertake a comprehensive Vibrant Center-based work plan which will include programming, TAPs, case studies and other engagement opportunities, ULI Triangle must build capacity through recruitment of more members to be engaged in each Vibrant Center selected. Leadership 1. Identify champions to study each chosen Vibrant Center. Engage energetic leaders and help them develop small committees to study each Vibrant Center. Select liaisons to serve on Round Table, Membership and Communications Committees to ensure good communication and coordination. 2. As part of ongoing efforts to establish regional product or initiative councils, strongly consider establishing a council with a vibrant center focus. Programs 1. Refocus programming at all levels toward Vibrant Centers and associated elements. 2. Expand TAP program target 2 to 4 TAPs per year, with a focus on Vibrant Center strategies. 3. Broaden reach of programming through more non-member programs and create special events or networks for elected officials (e.g. Mayor s forum).
ULI Triangle Strategic Plan 8 Capacity 1. Funding needs and sources. ULI Triangle will seek further funding from the ULI Innovation Grant to support the development, publication and promotion of the Vibrant Center case studies. 2. Staff & volunteer capacity. ULI Triangle currently has 1.25 FTE (full time equivalent) and 406 members. To combat burnout of volunteers and staff, each effort should be fully supported by small committees. 3. Membership. The Vibrant Center initiatives will be leveraged as a recruiting tool to attract high-level public and private members who are leaders in each study area. 4. Regional Partnerships. ULI Triangle will continue to partner regionally with nearby district councils to broaden the pool of TAP panelists and subject area experts. 5. Phased programming. ULI Triangle will identify and focus on four Vibrant Centers over the course of FY14, gradually working up to eight over the course of two years. Communication 1. Vibrant Center web site. ULI Triangle will launch a web page to post case studies, reports, meeting synopses and other resulting work product. This site will be linked to other community partners websites for maximum accessibility to an interested regional audience. Community partners include organizations such as Triangle J COG, TTA, NCSU College of Design and others. Partners will also be able to update the web site with their own contributions to Vibrant Center and land use projects and programs. 2. J. W. Willie York Community Builder Award. ULI Triangle proposes developing an award program to honor the best examples of land use named after Willie York, a prominent Raleigh developer and lifelong ULI Member (father of Smedes York, past Chair of ULI). The J. W. Willie York Community Builder Award will be given to those individuals who have made outstanding contributions to the creation and continued vitality of thriving communities in the Triangle Region. Those contributions can take the form of real estate development, professional services, nonprofit work or public service that is reflected in the responsible use of land. Special emphasis will be placed on contributions that benefited from the relationships, programs and sharing of best practices through the Urban Land Institute.
ULI Triangle Strategic Plan 9 Measuring Impact To ensure the relevancy and interest of our Vibrant Center focused strategy, ULI Triangle will continuously monitor several metrics, including: 1. Member and non-member attendance to programs 2. Number of TAP requests/executed TAPs 3. Level of non- real estate business leader involvement from outside of real estate 4. Contact from local leaders for information and assistance in land use issues 5. More development within or establishment of new Vibrant Centers
ULI Triangle Strategic Plan 10 Conclusion For the next few years, ULI Triangle will refocus its subject-matter emphasis on the development of vibrant, thriving, sustainable and healthy mixed-use places. This refocus reflects the on-going relevance of the findings from the 2009 Research Triangle Regional Reality Check Exercise. Now that development and infrastructure investment (to a lesser degree) is back underway, it becomes more important that ULI Triangle step out in front and provide leadership around the best practices in land use. ULI Triangle will also engage smaller, networking groups such as the Young Leaders Partnership Forums and Women s Leadership Initiative in addressing Vibrant Centers, and in recruiting leaders to engage and implement. The goal is to have all our members understand and embrace the program of work, and look for ways to impact our region. As we continue to work more regionally with ULI Charlotte and South Carolina - and perhaps even Hampton Roads and Richmond, ULI Triangle will also look for ways to engage in a broader conversation on growing the new southern or second tier cities into truly world-class, cutting edge places. Our region is replete with mid-sized, rapidly growing cities, and part of our job is to provide a road-map for keeping our cities authentic, beautiful, and able to handle growth in a sustainable way for the betterment of our citizens.