From fisk to food by Christopher Tran

Assignment Brief “Make No Small Plans” This year the Plan Making workshop will challenge you to conceive and use a ‘big idea’ as you make a plan together. The context and focus of your plan making effort will be the sizable industrial corridor that encompasses the closed Fiske and Crawford coal fueled power plants. Located at the heart of the metropolitan region, this site includes major transport infrastructure, waterways, industrial land and several vibrant neighborhoods with predominant Latino populations. The closing, which came after years of community advocacy, is generating a lot of discussion. A task force recently presented to Mayor Emanuel a “data driven” set of ideas from the community about their ideas for redevelopment. What ideas should we use to plan the future of this place? How do these ideas shape views about the potential contributions that future changes within the site might mean for the surrounding areas? How do these ideas influence future regional impacts on the place? Each workshop will describe and employ a big idea to develop a future-oriented plan that engages with two or more of the following issues affecting the place and the region:

1. 2. 3. 4. 5. 6. 7.

Transit and Transportation Food Production and Distribution Recreation and Health Youth Engagement and Education Nature and Environmental Quality Job Creation and Economic Development Energy Production and Distribution.

Representatives from city departments and other public agencies helpful in the plan-making process will speak in UPP 505. Students will also conduct a site visit and attend at least one planning related meeting during the semester.

The Process During the first half of the semester, students will conceptualize and flesh out the big idea by thinking through its significance for the selected issues and potential implications for the place and the region using the scenario planning approach. At midterm, each section will outline its big idea and discuss the impact upon the place and the region in relation to the issues and the driving forces the students select. After the midterm, each workshop will develop a plan that envisions the future of the place and the region (in near term and far term) through the lens of the big idea.

iii

Executive Summary Spurred by the closing of the Fisk and Crawford coal-fired power plants and inspired by Daniel Burnham’s charge to “make no small plans”, we propose a ‘big’ plan influenced by the ‘big idea:’ Innovation Feeds Cities. This plan aims to redevelop the Pilsen and Little Village Industrial Corridor into a place with lasting positive local, regional, and global impact. Concentration of people, knowledge, and resources make cities an ideal place to develop new technologies that promote a more sustainable way of life. Innovation feeds cities and cities feed innovation. Without innovation, cities and people would not continue to evolve their way of life. Without cities, communities of innovators would not exist. Today, innovation is needed to change the way people and cities interact with food, as our current food system is outdated and unsustainable. One fourth of all farmable acres in the United States is used to grow soy and corn. Much of this is either used as livestock feed or turned into fuel or high fructose corn syrup. Devoting an abundance of resources to produce fuel, unhealthy food, and feed livestock produces high levels of greenhouse gasses and harms the environment. In addition, these processes consume resources and space that could be used for greater endeavors. This narrow focus on meat and carbohydrate production also contributes to high levels of obesity, diabetes and heart disease. Cheap sugary foods are disproportionately available in lower income communities, leading to expensive health issues. Our current food system is based on the innovations of the Green Revolution in the 1960’s that have harmful effects on both the environment

and people. Food is an essential component of life for sustainment, growth and development, and it is time re-imagine our current food system. Food innovation and production has played a central role in shaping Chicago’s landscape. In 1847, Cyrus McCormick relocated his reaper manufacturing company from Virginia to the shores of the Chicago River. The agricultural tools produced enabled the production of crops en masse which could be transported around the country. With the development of the Illinois and Michigan Canal in 1848 and the completion of new railroad lines, Chicago became a transportation hub and a central point for the transfer of goods. The canal and convergence of rail lines allowed the Union Stock Yards, located just south of Pilsen and Little Village, to become the primary meat slaughterhouses for the entire United States. As a result of these connections, Pilsen and Little Village are now home to a cluster of food production and distribution companies. The connection between the food industry and Chicago is alive and strong, but innovation is needed to create a more sustainable food system. Despite the status of Pilsen and Little Village as food distributors to the Chicago region, many residents face challenges accessing basic food options. Further research and analysis of these two primarily Latino communities reveals high levels of pollution, mainly from the Fisk and Crawford coal-fired power plants, high poverty, low educational attainment, and high unemployment. Despite these challenges, there is a strong sense of identity and entrepreneurial spirit among residents of Pilsen and Little Village. This place, Chicago,

and the region all stand to benefit from development addressing food production and distribution. This plan proposes the development of the Fisk Generating Station into a Food Innovation Hub. In preliminary plan drafting stages, research related to food production and distribution with a focus on economic development was conducted. From the results of that research, we created the following three multi-component alternatives for the Industrial Corridor.

Great Lakes Food and Innovation Park The Port Riverwalk and Market The Pact Branding and Business Initiative Assessing the components of each of the alternatives in terms of effectiveness, cost, feasibility, robustness, and innovation helped determine which components of each alternative would be included in the final plan. The analysis determined that the Food Innovation Hub should be built on the former site of the Fisk Generating Station and be comprised of the following four components:

1. Center for Food Innovation (CFI) CFI will be a new high-tech research center revolving around food. It will be composed of the Nutritional Research Center (NRC) and the Center for Food Technology (CFT). Through diverse, collaborative partnerships, CFI will create a space to conduct cutting edge research around

food

production

and

distribution

technologies.

2. Food Business Incubator (FBI) FBI will be a community center, grounded in providing technical assistance for growing local entrepreneurs. Other components include, the Chicago Area Food Enterprise (CAFE) program, and a job training center through the Food Innovation Hub Training Center (FIHTC).

3. Museum of Food and Nutrition The Museum of Food and Nutrition will contain interactive exhibits about food that span local, national, and global importance. There will be displays and exhibits dedicated to nutrition, healthy eating and living in addition to a demonstration kitchen.

4. Fisk Market Finally, the Fisk Market will be a large, year-round indoor/ outdoor market featuring over one hundred vendors from throughout the Chicagoland area and Great Lakes region. This site has historical connections to spurring innovation and therefore, is an ideal site for the Food Innovation Hub. With this Plan, the site will once again be a place devoted to creating innovative developments. Together, these new components managed by the driving organization of our plan, Food Matters Inc., will contribute to making Chicago an even more attractive place for food innovation companies to locate, thereby making it a leader in sustainable food research, production and distribution. The the but the

Plan’s proposed developments are focused on site of the former Fisk coal-fired power plant, are expected to spur development throughout region. As the Food Innovation Hub grows,

expansions such as satellite farmer’s markets in Little Village, a riverwalk, river clean up and affordable housing developments will contribute to the evolving Pilsen and Little Village Industrial Corridor. Short, mid, and long term goals guide the successful thirty year implementation of the Food Innovation Hub. Environmental remediation of the Fisk site, zoning changes, historical landmark designation, and identification of available funding sources are the first steps in preparing the area for development. Each component of the plan will be implemented in a way that addresses the needs of the Pilsen and Little Village communities while addressing regional issues to create a place dedicated to driving a new, sustainable food system. Overall, this ‘big’ plan, influenced by the ‘big idea’ that innovation feeds cities, capitalizes on its past by creating a space for cutting-edge approaches to food research, education, production, and distribution. The impact of the single Fisk Generating Station was felt across the world, and the Food Innovation Hub has the opportunity to do the same felt on a great scale by positively changing the way people and cities interact with their food. This will continue the tradition of innovation on this site with local, regional, and perhaps global impact.

References Burnham , Daniel, and Edward Bennett. Plan of Chicago. Chicago: Chicago Commercial Club, 1909. United States Department of Agriculture, “Economic Research Service-Corn: Trade.” Last modified April 16, 2013. http://www.ers.usda.gov/topics/ crops/corn/trade.aspx (Accessed April 18, 2013).

Center for Disease Control and Prevention, Overweight and Obesity. Last modified August 13, 2012. http://www.cdc.gov/obesity/ data/adult.html (Accessed April 18, 2013). Encyclopedia Britannica, “Norman Borlaug.” Last modified 2013. http://www.britannica. com/EBchecked/topic/74242/NormanErnest-Borlaug (Accessed April 19, 2013). Carstens, Fred. “Agricultural Machinery Industry”. http://www.encyclopedia.chicagohistor y.org/ pages/29.html (Accessed April 13, 2013). Wilson, Mark, Stephen Porter, and Janice Reiff. Encyclopedia of Chicago, “Union Stock Yard & Transit Co..” Last modified 2005. http:// w w w. e n c y c l o p e d i a . c h i c a g o h i s t o r y. o r g / pages/2883.html (Accessed April 19, 2013). U.S. Patent and Trademark Office. “Patenting in Technology Classes Breakout by Origin, U.S. Metropolitan and Micropolitan Areas.” Last modified February 10, 2013. http://www. uspto.gov/web/of fices/ac/ido/oeip/taf/cls_ cbsa/426cbsa_gd.htm (Accessed April 23, 2013). U.S. Bureau of the Census. American Community Survey, 2006-2011. Demographic and Housing Estimates (Accessed April 19, 2013).

Table of Contents Assignment Brief iii Executive Summary iv Table of Contents vi Contributors vii List of Figures viii List of Tables ix Acknowledgements x

Section 1: Introduction

1.1 A New Vision for the Corridor & the Region 02 1.1.1 â&#x20AC;&#x153;Make No Small Plansâ&#x20AC;? 02 1.1.2 The Site: Pilsen and Little Village Industrial Corridor 02 1.1.3 The Plan-Making Process 03 1.2 Innovation Feeds Cities 04 1.2.1 The Historic Relationship Between Food and Cities 04 1.3 Food in the Second City 06 1.3.1 A Tradition of Innovation 06 1.3.2 Pilsen &Little Village Industrial Corridor: Ground for Innovation 07 1.4 Conclusion 08

Section 2: Community Profile

2.1 Background 10 2.1.1 History: Intersection of Labor and Transit 10 2.1.2 Ethnicity and Culture: Gateway to the Midwest 10 2.1.3 Health and Environment: Used and Abused 11 2.1.4 Education: Failing to Perform 11 2.2 Thematic Focus Areas 2.2.1 Food Production and Distribution: Regional Supllier, Local Denier 12 2.2.2 Economic Development and Jobs: From Making to Making Due 13 2.3 Conclusion 14

Section 3: Planning Process 3.1 The Three Alternatives 3.1.1 The Great Lakes Food Innovation Park 3.1.2 The Port Riverwalk & Market

16 17 18

3.1.3 The Pact Branding and Business Initiative 3.2 Assesment 3.2.1 Innovation 3.2.2 Feasibility 3.2.3 Effectiveness 3.2.4 Scenario Planning 3.2.5 Robustness 3.2.6 Conclusion 3.3 Towards the Plan

Section 4: The Plan 4.1 From Fisk to Food Innovation Hub 4.2 Core Components 4.2.1 Center for Food Innovation 4.2.2 The Food Business Incubator 4.2.3 The Museum of Food and Nutrition 4.2.4 Fisk Market 4.3 From the Industrial Corridor to the Food Corridor 4.4 Regional Impacts 4.4.1 Spheres of Influence 4.4.2 Unintended Consequences 4.4.3 Impacts on the Food System 4.5 Implementation 4.5.1 Engine that Drives Implementation 4.5.2 Timelime of Development 4.5.3 Laying the groundwork 4.5.4 Funding

Section 5: Conclusion

19 20 21 22 23 24 26 27 28

29 30 32 32 33 34 35 36 39 39 40 41 42 42 42 44 45

Endnotes 50 Bibliography 52 Appendices A-1

Contributors

vii

List of Figures

photo are often the only source for food within walking

innovation in the food system. Page 08

distance of residents of lower-income communities like Pilsen.

•

Corner stores like this often only carry unhealthy snacks and

Figure 11. Early workers drawn to Pilsen at the

junction of the first railroad linking to the West, and the Illinois

beverages. Page 14

Map which shows the planning site for

and Michigan Canal, connecting the Mississippi River to the

•

Pilsen and Little Village neighborhoods, the Industrial Corridor,

Great Lakes and enabling transit between the Gulf of Mexico

around different aspects of the big idea. Page 16

and sites of Fisk and Crawford coal-fired power plants. Page

and the East Coast. Page 10

•

Learning Center, adaptive reuse of former Sear’s Roebuck

•

Figure 1.

Figure 2. Innovation

Feeds

Cities:

timeline

Figure 12. Pilsen and Little Village are predominantly

Figure 21. Three alternative plans were generated Figure 22. Classroom in Shaw Technology and

Latino, with a significant potion that are foreign-born. Page

powerhouse in Chicago. Page 17

illustrating the historic relationship between food and cities from

•

the first Agricultural Revolution which enable people to form

•

permanent settlements around crops to the Green Revolution

plants, the Crawford and Fisk ranked first and second

Children’s Museum. Page 17

of the 1960 when yield were increased dramatically to the

respectively with the worst environmental justice scores,

•

present day waiting for the next innovation in food. Page 04

causing forty deaths, 550 emergency room visits, and 2,800

their website links over 100 published research articles just in

•

Figure 3.

Monocropping poses a great threat to the

Figure 13. Considering all 378 US coal-fired power

Figure 23. The food museum would provide interactive

education about nutrition, like this exhibit at the Baltimore Figure 24. NCRC produces cutting-edge research;

asthma attacks annually according to a rreport compiled by

the past year. Page 17

American food system. Corn and soy occupy one half of all

Harvard School of Public Health. Page 11

•

farmable acres. the United States. Page 05

•

Cleveland, Ohio sell meat, cheese, and produce to over a

•

degree, equivalency or higher is far behind the citywide rate.

million visitors per year. Page 18

pound hamburger? -significant amounts of water, grain, land

Page 11

•

and fuel. Page 05

•

Riverwalk at the site of the former Fisk Generating Station.

•

Figure 4.

Figure 5.

What does it take to make a quarter-

Figure 14. The rate of residents with a high school

Figure 15. Map showing distribution of major grocery

Figure 25. Vendors at the West Side Market in

Figure 26. Rendering

proposed

Market

and

Poor food habits contribute to illnesses like

stores in Pilsen and Little Village. Areas outside the half-mile

Page 18

heart disease and type II diabetes, which can result in lower

buffer are considered “food deserts” where residents lack

•

limb amputations. Page 05

accessibility to a variety of healthy foods. Page 12

is the number one tourist attraction in Texas according to its

•

website. Page 18

Figure 6.

Cattle Pens & the Armor Meat Processing

Figure 16. Corner stores offer mostly packaged foods,

Figure 27. San Antonio’s Riverwalk or Paseo del Rio

Plant at the Union Stock Yards, Chicago, Illinois 1943. Page

lacking the variety and fresh foods necessary for a healthy

•

diet. Page 12

brand-recognition to participating food businesses., Page 19

•

Figure 7.

The World’s Largest Bakery: NABISCO’s

Figure 17. Median income statistics show that average

Figure 28. The Pact would provide marketing and Figure 29. A rentable commercial kitchen space

Chicago Baking Plant Lcated on Chicago’s Southwest Side.

Pilsen and Little Village residents made significantly less than

would enable entrepreneurs to produce products with low

Page 07

the average Chicagoan in 2010. Page 13

overhead costs. Page 19

•

Figure 8.

Chicago is the national leader in patents

Figure 18.

Residents are disproportionately employed

Figure 30. Rutgers Food Innovation Center facilitates

for Food or Edible Material: Processes, Compositions, and

in the service and construction sectors, and in material

small to mid-size businesses with market research and product

Products. Page 07

manufacturing. Page 13

development. Page 19

•

Figure 9.

The Chicago International Produce Market

Figure 19. Manufacturing jobs have declined rapidly

Figure 31. Faith Bugel, senior attorney for the

located near the southwest border of the Pilsen Industrial

since the 1970s, today accounting for only ten percent of total

Environmental Law & Policy Center worked for more than

Corridor. Page 08

jobs. Page 13

a decade to close the Fisk and Crawford power plants.

•

Figure 20. A typical corner store in the heart of

Immense pressure to stop the operations of the power plants

Pilsen, 18th and Racine. Corner stores like the one in the

were placed on Midwest Generation because of the actions

Figure 10. Map showing the highways, railroad

routes, and elevated trains which make the Pilsen and Little

viii

Village corridor an ideal place for development of the next

of community, administrative and government stakeholders.

Pilsen and Little Village Industrial Corridor shows the potential

implemented, residents of Pilsen, Little Village, Chicago

While stakeholders are one important part of assessment,

types of development within the area because of the addition

and the region will have more equitable access to healthier

effectiveness, robustness and ability to align with plan goals

of the Food Innovation Hub. Infrastructural improvements

and sustainable food options. Opportunities for economic

are also important. Page 20

such as bike lanes, freight only lanes, additional residential

development will follow. Page 46

•

housing, increased retail space, cultural centers, green space,

•

and mixed use areas are constructed and help to transform

mural reminds us not to envision the future based on the

•

the industrial corridor into to a new food corridor for the city.

present, but on what we imagine it to be. Page 48

Figure 33. Midwest High Speed Rail Associations

“Wish List” for rail infrastructure in the Midwestern United

Page 36

States. Page 24

•

Market at the future ‘Park 553’ in Little Village by Quy Hac

Figure 34. The four futures were developed and

Figure 45.

Rendering of a satellite of the Fisk Public

branded with an icon to communicate a simple story in

Tran in Sketchup and Photoshop, April 2013. Page 38

reference to each future. Page 25

•

Figure 35. The Research Park is a robust plan,

Food Innovation Hub will interact and influence research

working well in two of the four potential futures and ok in the

centers at universities, food technology centers and food

other two. Page 26

distributors throughout the region. Page 39

•

Figure 36. The Pact is somewhat robust, performing

Figure 46. Representation of the ways by which the

Figure 47. The Food Innovation Hub will spur

well in two futures, but poorly in the other two. Page 26

development not only in Pilsen and Little Village but in

•

surrounding low income areas as well. The Hub’s emphasis

Figure 37. The Port is not a robust plan, working

poorly in three of the four futures. Page 26

on equitable and sustainable food production and food

•

oriented economic development will spur growth to alleviate

Figure 38. Aerial view of the Fisk Generating Station

before implementation of the Food Innovation Hub core

gentrification concerns. Page 40

components. Page 30

•

Figure 39. Rendering of the core elements of the new

Food Innovation Hub will influence cities in the region and

Food Innovation Hub on the site of the Fisk Generating Station

build on existing assets of cities through improvements in

by Ludovico Bertè in Photoshop, April 2013. Page 31

the six elements of a food system. By 2040, we anticipate

•

that Chicago will be a leader in each of the six components

Figure 40. Rendering of Center for Food Innovation

Figure 48. Representation of the ways in which the

by Quy Hac Tran and Kevin Nester in Sketchup and

through innovations in the Hub. Page 41

Photoshop, April 2013. Page 32

•

Figure 41. Rendering of Food Business Incubator by

implementation strategy, details the years in which the various

Quy Hac Tran in Sketchup and Photoshop, April 2013. Page

elements of the Food Innovation hub will be developed. Page

•

Figure 42. Rendering of Museum of Food and

•

Figure 49. This timeline, depicting a thirty year

Figure 50. This figure depicts the various steps

Nutrition by Quy Hac Tran in Sketchup and Photoshop, April

needed in order to implement the first stages of the planning

2013. Page 34

process- Changing the zoning from industrial to mixed use,

•

Figure 32. Funding decisions result in different

priorities and investments into projects. Page 24

Figure 43.

Rendering of Fisk Market by Quy Hac

obtaining Historic Landmark status for the Fisk Plant, and the

Tran in Sketchup and Photoshop, April 2013. Page 35

enviromental remediation process. Page 44

•

Figure 44. This proposed future land use map of the

Figure 51. When the Food Innovation Hub is fully

Figure 52.

“Pretend what we are not”: This Pilsen

List of Tables •

Table 1. Each element was evaluated to see if it

contributed toward our goal of innovation feeds cities. Driving innovations is a key step in the logit model leading to thriving cities.Page 21 •

Table 2. Support from multiple stakeholders is critical

for the implementation and long-term success of the plan. Page 22 •

Table 3. Each plan was evaluated for its ability to

improve the economy and environment of the community at an attainable cost (see appendix for cost details) Page 23 •

Table 4. A final review of each alternative reveals the

strengths and weaknesses of each. By combining elements from each alternative, we are left with a stronger plan that accounts for all the assessment criteria. Page 27 •

Table 6. The many steps taken throughout the planning

process to develop the plan elements for the Food Innovation Hub. Page 28 •

Table 7. This chart depicts the estimated cost, duration,

and potential funding source for the development of the various plan elements. (See Appendix, Source- Refer to Implementation section of End Notes 1,2,3,4,5,6). Page 45

Acknowledgments We would like to thank the following individuals for their assistance and insights throughout the plan-making process. Curtis Winkle-UPP Faculty and Department Head, Fearless Leader Sanjeev Vidyarthi-UPP Faculty Martin Jaffe-UPP Faculty Tingwei Zhang-UPP Faculty Charles Hoch-UPP Faculty Janet Smith-UPP Faculty Moira Zellner-UPP Faculty Jerry Mead-Lucero- Co-founder of Pilsen Environmental Rights and Reform Organization Nelson Soza- Executive Director of Pilsen Alliance Rafael Hurtado-Little Village Environmental Justice Organizations August Mack Environmental, Inc.

1.1 A New Vision for the Corridor & the Region

Figure 1. Map which shows the planning site for Pilsen and Little Village neighborhoods, the Industrial Corridor, and sites of Fisk and Crawford coal-fired power plants.

The following document outlines the process by which we created a plan for the Pilsen and Little Village Industrial Corridor.

1.1.1 “Make No Small Plans” As students in the Plan-Making Studio course in the Urban Planning & Policy Masters program at

the University of Illinois at Chicago, we were tasked with developing a ‘big idea’ for the Pilsen and Little Village Industrial Corridor in the spring of 2013. The document that follows presents a thirty year plan inspired by a big idea that we believe will improve the future of the industrial corridor and surrounding region.

1.1.2 The Site: Pilsen and Little Village Industrial Corridor An industrial corridor runs along the southern boundary of Pilsen and Little Village, one of twenty four designated industrial corridors in the City of Chicago. They are bordered by the Chicago River and Illinois and Michigan Shipping Canal. Within the corridor

are two recently closed coal-fired power plants, Fisk Generating Station in Pilsen and Crawford Generating Station in Little Village (see figure 1 on page 2).

1.1.3 The Plan-Making Process In early January, the students of the Plan-Making Studio visited and toured the two communities which would be the subject for the semester. We began analysis focused on thematic areas of transit and transportation, food production and distribution, recreation and health, youth engagement and education, nature and environment, job creation and economic development, energy production and distribution.

Following this analysis we began a process to evaluate our ideas, and move towards a big idea. Our group initially selected the big idea, “Smart Food Hub”. We believed the Smart Food Hub would create jobs, increase accessibility to quality of food in the local and surrounding areas. Upon further deliberation, we concluded that while the Smart Food Hub resolved some issues raised during the research process, and it was not a strong enough big idea to guide the planning process. At the base of the Smart Food Hub concept was our true big idea: “Innovation Feeds Cities” which will be explained later. With Innovation Feeds Cities established, the group examined options implementing

the concept for effectiveness, feasibility, and robustness, and analyzed the long-term goals and alternatives. We stated the intent for a plan and vison (see above). Our group was challenged to use a big idea to guide a plan for the Pilsen and Little Village Industrial Corridor. Through site visits, analysis of the seven themes, scenario planning, and evaluation, our group developed the idea that Innovation Feeds Cities. We believe the two corridors are an ideal place for a future innovation with potential to change the relationship between food and cities.

1.2 Innovation Feeds Cities

Figure 2. Innovation Feeds Cities: A timeline illustrating the historic relationship between food and cities from the first Agricultural Revolution which enable people to form permanent settlements around crops to the Green Revolution of the 1960 when yield were increased dramatically to the present day waiting for the next innovation in food.

The relationship between food and cities is deeply rooted, but new innovation is necessary.

and to form the worldâ&#x20AC;&#x2122;s first permanent settlements in Mesopotamia and the Nile Valley1 were estabilished .

1.2.1 The Historic Relationship Between Food and Cities

As the Industrial Revolution of the 18th Century brought people to cities, an additional innovation was needed to feed this growing urban population. The Industrial Revolution spurred technological advancements to industrial food production, including the seed drill2 and the iron plow3. In the 1960s, with the global population rising, the Green Revolution represented another innovation. Led by Nobel Prize Winning scientist Norman Borlaug who developed new high-yielding crop varieties, the Green Revolution is credited with saving millions of lives4.

Cities are an assemblage of people who depend on agriculture. This relationship between cities and advancements in agricultural technology can be traced back to several key points in history. After years as hunters and gatherers traveling in small groups, humans grow crops and establish food surpluses with the advent of the Agricultural Revolution in around 8000 B.C. This allowed humans to develop specialized non-agriculture skills including metalworking and writing,

Additional innovations in feed grains, hormones and other supplements, and industrial feedlot processes enable the production of more livestock than ever before (see figure 2). While innovations have produced an overabundance of food, the damaging environmental and health consequences of outdated technologies are unsustainable. Today, we are in need of a technological revolution.

1.2.2 An

Unsustainable

Food

System

The world continues to depend on agricultural techniques developed in the 1960â&#x20AC;&#x2122;s with negative repercussions to the environment and health.

50 Gallons of Water

6 Pounds of Grain

75 Square Feet of Land

1/4 pound of beef

1,000 Btus of Fossil Fuels

Figure 3. Monocropping poses a great threat to the American food system. Corn and soy occupy one half of all farmable acres.

Figure 4. What does it take to make a quarter-pound hamburger? -significant amounts of water, grain, land and fuel.

Figure 5. Poor food habits contribute to illnesses like heart disease and type II diabetes, which can result in lower limb amputations.

Our daily food choices impact the environment, and specific consumption patterns are threatening the long-term sustainability of the planet. An emphasis on meat production requires many resources and contributes to greenhouse gas emissions. Meat production in our current industrial system is relatively inefficient as it requires significant amounts of feed, water and land, for feed crops, and fuel for fertilizer production and processing (see figure 4). About one half of 144 million farmable acres in the US are used to produce monoculture soy and corn which is mostly used for cattle, swine, and poultry feed5 (see figure 3). Pesticides and fertilizers, used on feed crops and on vegetables, can pollute water sources. Additionally,

with over 89 million cows in the US producing methane and ammonia6, much of the 14 percent of greenhouse gases contributed by agriculture is due to livestock production. If the rest of the world were to eat as much meat as the United States mankind would need three earths in order to meet the demand7.

cancers. A California study found that fast food restaurants and convenience stores, offering mostly unhealthy, cheap options, outnumbered chain grocery stores by a ratio of 4 to 1. As a result, Americans are becoming obese and developing nutritionrelated diseases and conditions. One-third of adults and one-sixth of children in the United States are considered obese and pay an extra $1400 in annual healthcare costs8. Both numbers are expected to rise.

The current food system is leading to poor health and high health costs. Overall, Americaâ&#x20AC;&#x2122;s food production is highly focused on meats, sugars, and carbohydrates, produced inexpensively in our industrialized food system. Over consumption of these foods can cause damaging health issues and contribute to heart disease, strokes, diabetes (see figure 5), and certain

Historically, cities have been the center for food innovation. However, the current food system is outdated and unsustainable resulting in obesity and diseases. Thus, a new innovation is needed.

1.3 Food in the Second City “Hog Butcher to the World, Tool Maker, Stacker of Wheat, Player with Railroads and the Nation’s Freight Handler; Stormy, husky, brawling, City of the Big Shoulders...” - Carl Sandberg, from the 1914 poem, “Chicago”9

The relationship between food and Chicago is one that is deeply rooted. Chicagoan and Pulitzer Prize winning poet Carl Sandburg captures the city relationship with food in his 1914 poem, “Chicago.” In the first five lines, Sandburg distills defining aspects of Chicago’s character.

1.3.1 A Tradition of Innovation Chicago’s food connection dates back to before it was a city, as early travellers and settlers referred to the area of “Chicagou,” derived from the Potawatomie Tribe’s term for the wild onion which grew in abundance. As increasing numbers of migrants

arrived in Chicago in the 19th Century, the relationship between food and Chicago would continue to grow. In 1847, Cyrus McCormick relocated his reaper manufacturing company from Virginia to the shores of the Chicago River, producing tools that changed agriculture and establishing Chicago as a center of food innovation 10. Simultaneously, Chicago was becoming a transportation hub, with the construction of railroad and the Illinois and Michigan Canal in 1848. Chicago linked agricultural lands to the west, cities along the Mississippi River, the Great Lakes and water routes to the East Coast and become the major transfer point

for products of all kinds, much of it agricultural and livestock products. The Chicago Board of Exchange (CBOE) was founded in 1850 to trade grain, corn, and hogs11. Due to the success of the CBOE, it was necessary to build a new stock yard in close proximity to both rail and the CBOE. The rail industries collaborated to build the Union Stock Yards, which opened in 1865 and became the meatpacking center of the United States, revolutionizing meat production, processing, and distribution methods12 (see figure 6 on page 7). In addition to meat, Chicago was known for other

Figure 6. Cattle Pens & the Armor Meat Processing Plant at the Union Stock Yards, Chicago, Illinois 1943

Figure 7. The World’s Largest Bakery: NABISCO’s Chicago Baking Plant Lcated on Chicago’s Southwest Side

Figure 8. Chicago is the national leader in patents for Food or Edible Material: Processes, Compositions, and Products.

industrial food production. Candy companies such as Wrigley’s and Brach opened in 1894, and 1904 respectively13. National Biscuit Company14, founded in Chicago in 1898, operate the world’s largest bakery on the south side, producing over 300 million pounds of cookies, crackers, and other snacks annually15 (see figure 7). Until recently, the previous owner of NABISCO was Kraft Foods. Kraft’s roots begin with the Kraft Cheese Processing Company which opened in Chicago in 191416.

center of food production, distribution, and innovation. It is the leading metropolital region in the US in food patents. (see figure 8)17.

We believe the Pilsen and Little Village Corridor is an ideal location for future innovations in the food industry, essential due to pressing health and environmental realities.

Innovations in agricultural implements, livestock production, and commodities trading solidified the connection between Chicago and food. It is on this tradition and infrastructure that new innovation and development around food can flourish.

Within the city, Pilsen and Little Village act as a core of the food industry, concentrating many food businesses and the infrastructure to support them. These include refrigeration and storage facilities and the International Produce Market for distribution (see figure 9 on page 8). As the rail and canal routes made the area vital for trade in the 1800s, expanded rail lines and highways intersecting nearby continue to be a strategic advantage

Today, Chicago continues to be an important

1.3.2 Pilsen and Little Village Industrial Corridor: Ground for Innovation

Figure 9. The Chicago International Produce Market located near the southwest border of the Pilsen Industrial Corridor.

Figure 10. Map showing the highways, railroad routes, and elevated trains which make the Pilsen and Little Village corridor an ideal place for development of the next innovation in the food system.

for economic activity in Pilsen and Little Village (see figure 10). The highways, the Stevenson Expressway (I-55), and the Dan Ryan Expressway (I-90/94) connect Chicago to other regional centers. The area is easily accessible for employees and visitors via public transportation with ten Chicago Transit Authority bus routes and two elevated train lines, and one Metra rail line.

idea, Innovation Feeds Cities, prompted a second and equally important realization: Cities Feed Innovation. Cities have been sites for innovation since the first urban settlements, benefitting from density to develop specialized skills and build on the progress of others. Chicago itself is a center for innovation, a tradition that began with the first enterprising settlers and has continued to the present day. From the McCormick Reaper to deep dish pizza, Chicago is unsurpassed in food innovation. The Pilsen and Little Village Corridor, building on existing infrastructure and access to a concentration of engaged, educated, and skilled people, is prepared to lead the next innovation in food.

Another dimension of location, is the proximity of the Pilsen and Little Village Industrial Corridor to the city of Chicago. The corridor is less than three miles from the Loop, the heart of a city of more than two million people and a region of nearly ten million people. Our big

1.4 Conclusion This chapter provided an explanation of the deeply rooted relationship between cities, food, and innovation over time, and an explanation for the pressing need for changes in our current food system. Chicago was highlighted for its unique food connection, and finally, the Pilsen and Little Village Industrial Corridor is identified as an ideal location for the next food innovation.

2.1 Background

Figure 11. Early workers drawn to Pilsen at the junction of the first railroad linking to the West, and the Illinois and Michigan Canal, connecting the Mississippi River to the Great Lakes and enabling transit between the Gulf of Mexico and the East Coast.

Figure 12. Pilsen and Little Village are predominantly Latino, with a significant potion that are foreign-born.

In addition to a food connection, Pilsen and Little Village are characterized by a rich history, shifting ethnic identity, interrelated issues of health and environmental justice and formidable educational challenges.

Pilsen and Little Village have been access points for generations of immigrants: first Irish and German, later Czechs and Slavs, and most recently Mexican. While most signs of the earliest settlers have faded, remnants of Czech heritage remain, primarily in the name “Pilsen”, architectural details, and cultural organizations. Since the 1950s people of Latino descent, predominantly Mexican, have settled here, making this one of the largest American Mexican communities outside of the Southwest (see figure 12). Signs of Mexican identity are everywhere in restaurants and shops feature specialties, Quinceañera garb occupies

2.1.1 History: Intersection of Labor and Transit The central location of Pilsen and Little Village communities at the crossroads of different modes of transportation and labor sites has helped to shape their histories. Irish and German immigrants began settling in the area in the 1840s, shortly after Chicago’s founding

in 1833, and started working in constructing the Illinois and Michigan Canal. Beginning in the 1870s increasing numbers of Czech immigrants arrived to work on the railroads, in lumber mills and clothing factories, which populated the growing transportation and labor hub (see figure 11). An industrial focus remained as the communities grew, expanding to production of food, energy and other products, which continued to provide a significant portion of local jobs until the 1970s20.

2.1.2 Ethnicity and Culture: Gateway to the Midwest

Figure 13. Considering all 378 US coal-fired power plants, Crawford and Fisk ranked first and second respectively with the worst environmental justice scores, causing forty deaths, 550 emergency room visits, and 2,800 asthma attacks annually according to a report compiled by Harvard School of Public Health.

Figure 14. The rate of residents with a high school degree, equivalency or higher is far behind the citywide rate.

storefront windows, and Mexican heroes and subjects are depicted in murals throughout the neighborhood.

2.1.4 Education: Failing to Perform

2.1.3 Health and Environment: Used and Abused The corridor houses major regional polluters, among them the coal-fired power plants, Crawford and Fisk Generating Stations, raising major environmental justice concerns. Soil and air tests revealing hazardous pollution levels spurred the community in a decadelong organizing campaign, culminating with their closures in 2012. Although no longer in use, impacts to

community health after one hundred years of operation are significant. Sulfur dioxide, nitrogen oxide, and particulate matter emissions directly contribute to the high asthma levels disproportionately reported by residents, 53 percent higher levels of asthma hospitalization compared to the rest of the city21. Additional industry emissions, mercury and lead, are proven to cause conditions such as bronchitis, heart disease, and negatively impact child brain development22. The plants and corridor are located in the immediate vicinity of schools, homes, and parks, putting residents at serious risk (see figure 13).

Academic performance in Pilsen and Little Village schools is weak (see figure 14). Education is particularly important as these communities are among the youngest in Chicago; more than half of Little Village residents are under eighteen and of school age23. Communityorganizing efforts focused on enhancing educational opportunities have been passionate, resulting in the construction of two new highschools in the last decade and more recent organizing against school closures, staff and budget reductions. These efforts indicate that education is a core community value.

2.2 Thematic Focus Areas

Figure 15. Map showing distribution of major grocery stores in Pilsen and Little Village. Areas outside the half-mile buffer are considered “food deserts” where residents lack accessibility to a variety of healthy foods.

Figure 16. Corner stores offer mostly packaged foods, lacking the variety and fresh foods necessary for a healthy diet.

Further analysis of our thematic focus areas clarified specfic assets and needs within the communties which will be addressed in the plan.

2.2.1.2 Fresh Food Scarcity in a “Food Desert” Despite housing a large food industry, residents face challenges accessing fresh and healthy foods. Options include large grocery stores within the community boundaries like Pete’s Fresh Market and Aldi, mid-size grocers like La Casa del Pueblo, and corner stores. Data shows that areas in Pilsen and much of Little Village are considered food deserts, where accessibility to healthy food options is lacking (see figure 15)24.

2.2.1 Food Production and Distribution: Regional Supplier, Local Denier Pilsen and Little Village play a central role in food production and distribution in the region with a large number of food businesses benefitting from nearby intersecting transportation routes. Despite this proximity to production and distribution, accessibility to healthy, fresh foods for local residents is limited. There are opportunities to leverage assets

in infrastructure and the business community to promote a healthier, more equitable food system. 2.2.1.1 Feeding Chicagoland Supremo Cheese and El Milagro Tortilla Factories, based in Pilsen, produce specialty Mexican products for the region, and Kellogg’s and Domino Sugar have operating facilities within the corridor. The area is also a major regional distribution hub, specializing in produce with twenty two vendors operating out of the International Produce Market and more than twenty additional distributors working elsewhere within the two communities.

2.2.1.3 Health Consequences of Limited Accessibility Levels of diabetes and obesity in Pilsen and Little Village, which are higher than city averages, can be linked to the

Figure 17. Median income statistics show that average Pilsen and Little Village residents made significantly less than the average Chicagoan in 2010.

Figure 18. Residents are disproportionately employed in the service and construction sectors, and in material manufacturing.

Figure 19. Manufacturing jobs have declined rapidly since the 1970s, today accounting for only ten percent of total jobs.

lack of accessibility to fresh food options25. Intersecting issues of poverty, nutrition education and awareness, and a lack of open green recreational space also contribute to the poor health experienced by local residents.

indicate a need for more diverse job options and training for these higher-level and higher-paying jobs. Strengths include vibrant small business sectors and community support for local businesses.

2.2.2 Economic Development and Jobs: From Making to Making Due

2.2.2.1 Economic Indicators Residents of Pilsen and Little Village fall below Chicago averages for many economic indicators. Median income of both communities is low at about $33,000 and $35,000 respectively (see figure 17), while poverty hovers around 27 percent in both communities26.

The unemployment rate is on par with citywide figures, but residents in these communities are over-represented in the service, construction and materials production sectors and are under-represented in management or business sectors (see figure 18)27. Paired with income statistics, these figures indicate more complex economic issues including underemployment and occupations lacking livable wages.

Pilsen and Little Village have always been sites of production and labor, but plant closures and shifts in industry to other neighborhoods have reduced the number of these jobs (see figure 19). Today, most local jobs are concentrated in few sectors with low-paying wages. High levels of poverty,

2.2.2.2 Employment: Low-Pay and Limited Options

2.2.2.3 Local Support for Small Businesses Vibrant retail districts on 18th and 26th Streets attract many shoppers despite locations in relatively low-income neighborhoods. â&#x20AC;&#x153;Community buying power showed

Figure 20. A typical corner store in the heart of Pilsen, 18th and Racine. Corner stores like the one in the photo are often the only source for food within walking distance of residents of lower-income communities like Pilsen.

concentrated retail spending of $128,000 per acre, far exceeding that of many wealthier neighborhoodsâ&#x20AC;?28 Community buying power and an entrepreneurial spirit indicate room for expansion of local food industries.

2.3 Conclusion These neighborhoods represent an important segment of the rich food culture and history for which Chicago is well-known. A broad analysis provided the context and identity of the place, while a more focused analysis on food issues and economic factors revealed strengths and needs essential for consideration in our final plan.

A climate and infrastructure for food businesses is already in place, taking advantage of a strategic location close to downtown and accessible by multiple transportation modes. The community is oriented towards local economy, with a high concentration of retail businesses and low level of â&#x20AC;&#x153;leakageâ&#x20AC;?; money turns over multiple times within the community. These features position Pilsen and Little Village and the corridor for future development. Economic indicators below regional averages, poor school performance, and alarming health

statistics underscore the necessity for a plan with wide-reaching impacts. Local needs include quality employment and educational opportunities, ways to improve health, from cleaning up polluted land, air and water to providing spaces for recreation to increasing options for healthy foods. Intent on utilizing community assets and confronted with a wide range of needs and site-specific challenges, we moved forward in the planning process.

3.1 The Three Alternatives

Figure 21. Three alternative plans were generated around different aspects of the big idea.

After generating many plan ideas based in research, case studies and urban theories, we developed three alternative plans for the corridor: the Great Lakes Food Innovation Park the Port Rivewalk and Market and the Pact Local Branding and Business Initiative. These alternative plans were influenced by our big idea, Innovation Feeds Cities, and incorporated our thematic focus areas of food and economic development. However, each alternative plan included different components and central themes. The Great Lakes Food Innovation Park highlights the role of education in advancing our food system in ways

that are more sustainable and healthful than our current food system. The Park responds to needs for innovative food distribution and production technologies, nutrition education, and job-training and support for small businesses. This proposed alternative plan has the potential for local, regional and even global implications. The Port Riverwalk and Market center around the creation of an entertainment district to serve local residents by creating jobs and attracts tourists to boost the local economy. Inspired by public markets and farmers markets across the country, this plan promotes a fun and vibrant food culture, while also beautifying the riverfront.

The Pact Branding and Business Initiative emphasizes expanding business development within Pilsen and Little Village. Building on the concentration of food producers and distributors in the area, the Pact aims to connect and facilitate these businesses with a brand marketing strategy, which will attract more companies to the corridor. The Pact also facilitates the creation of new businesses through providing technical assistance, and the space and tools necessary for long-term success. The development of these alternative plans provided an opportunity to compare and contrast the strengths and weaknesses of specific elements to guide the elements to be incorporated in our final plan.

Figure 22. Classroom in Shaw Technology and Learning Center, adaptive reuse of former Sear’s Roebuck powerhouse in Chicago.

Figure 23. The food museum would provide interactive education about nutrition, like this exhibit at the Baltimore Children’s Museum.

Figure 24. NCRC produces cutting-edge research; their website links over 100 published research articles just in the past year.

3.1.1 The Great Lakes Food Innovation Park

be anchored by both private and public companies focused on conducting research around topics of food traceability and sustainable production and distribution. While CFI focuses on technological and agricultural research topics, the Nutrition Research Center’s (NRC) work will center around diabetes, obesity, and other nutrition related illnesses. The community driven Smart Food Hub Museum will be an interactive educational center that is dedicated to engaging the community through exploration of the world’s foods, history, and today’s relevance (see figure 23). Finally, the Chicago Area Food Enterprise (CAFE) will provide technical assistance to local food businesses,

creating jobs and facilitating food entrepreneurs.

The Great Lakes Food Innovation Park concentrates and facilitates opportunities for cooperation among two research facilities, a museum, and a small business incubator, with a shared mission of advancing food knowledge and practices. While the improvements are centered on the former site of the Fisk plant, the impacts of the development will reach far beyond the Little Village and Pilsen Industrial Corridor. 3.1.1.1 Components The proposed Center for Food Innovation (CFI) will

3.1.1.2 Case Study The North Carolina Research Campus (NCRC) is an example of a successful development centered around food innovation and nutrition research with local, regional, and global impacts29 (see figure 24). With funds and partnerships with local universities, city agencies, and food and agricultural companies, the old Pillowtex Corporation building was changed into a state of the art research center. The NCRC additionally impacts the local area through investment in public infrastructural improvements.

Figure 25. Vendors at the West Side Market in Cleveland, Ohio sell meat, cheese, and produce to over a million visitors per year.

Figure 26. Rendering of proposed Market and Riverwalk at the site of the former Fisk Generating Station.

Figure 27. San Antonioâ&#x20AC;&#x2122;s Riverwalk or Paseo del Rio is the number one tourist attraction in Texas according to its website.

3.1.2 The Port Riverwalk & Market

3.1.2.1 Components Public Market: The public market would provide spaces for vendors selling fresh produce, meat, cheese, and other products (see figure 25). Special sections would feature produce from Chicago-area farms, ethnic specialties, and value-added products made locally. Riverwalk Park and Path: The park and path would combine green spaces and paths for pedestrians and cyclists stretching from Halsted to Western, with potential extensions in either direction connecting to Chicagoâ&#x20AC;&#x2122;s growing network of trails. Riverwalk Commercial District: Restaurants and food stands along the riverfront path would create a

fun, lively and family-friendly entertainment district.

The Port utilizes the edges of former industrial areas along the Chicago River to provide green space for recreation and leisure and commercial space for a public market and restaurants. A combination of park, path, and boardwalk and would provide muchneeded recreation space linking the two communities (see figure 26). A public market at the former Fisk site and restaurants along the Riverwalk would create a lively place to meet while enjoying a riverfront view. Together, the Port would address local demands for green spaces and food accessibility, produce jobs, and attract visitors and economic activity to the area.

3.1.2.2 Case Study The San Antonio Riverwalk is the most visited tourist attraction in Texas featuring restaurants, bars, shops, events and music performances along a 2.5 mile stretch of the San Antonio River. It is projected to create 10,000 jobs and generate $1 billion in revenue by the end of 2013, and has inspired similar projects in other cities across the country, including the planned for portions of the Chicago River within the Loop (see figure 27) 30.

Figure 28. The Pact would provide marketing and brandrecognition to participating food businesses.

Figure 29. A rentable commercial kitchen space would enable entrepreneurs to produce products with low overhead costs.

Figure 30. Rutgers Food Innovation Center facilitates small to midsize businesses with market research and product development.

3.1.3 The Pact Branding and Business Initiatives

3.1.3.1 Components A brand focused on sustainable, local, healthy, affordable food would be organized by a community development corporation, and used by a variety of businesses in the area. An indoor market would introduce people to the brand and provide companies a place to sell their goods. A start up incubator would provide a place for small companies to get a start, supplying mentorship and shared equipment (see figure 29). Finally, the infrastructure improvements would be made to match todayâ&#x20AC;&#x2122;s industrial requirements. Truck lanes would be added to the highway and brownfield sites would be prepared for future tenants.

3.1.3.2 Case Study The Food Innovation Center at Rutgers University (see figure 30) is a unique business incubation and economic development accelerator program, which is part of the New Jersey Agricultural Experiment Station (NJAES). With 23,000 square feet of space, the center addresses the need for information, training, product development, start up assistance, legal advice, and technology in New Jerseyâ&#x20AC;&#x2122;s food industry. In its first five year, the center facilitated the creation of over 1,000 jobs and $200 million in revenue. The center also serves as a connection between growers, processors, and retailers looking to purchase locally grown products32.

The Pact is rooted in the idea that the industrial corridor should continue to be a hub of food processing and distribution. While much of the industry that was once in the area has left, food continues to employ 67,00031. These are good jobs that are increasingly technical, and difficult to outsource. First, the Pact would support businesses that are already in the area with branding and infrastructure. Second, the Pact will foster the development of new businesses via accessible spaces and mentorship.

3.2 Assesment

Figure 31. Faith Bugel, senior attorney for the Environmental Law & Policy Center worked for more than a decade to close the Fisk and Crawford power plants. Immense pressure to stop the operations of the power plants were placed on Midwest Generation because of the actions of community, administrative and government stakeholders. While stakeholders are one important part of assessment, effectiveness, robustness and ability to align with plan goals are also important.

Once the three alternatives had been constructed, each alternative needed to be assessed. Assessment is crucial because of the need to evaluate ideas using measures considered important. For the assessment, alternatives were evaluated using a number of measures to ultimately determine which components should be incorporated into the plan. The four assessments included tests for stakeholder feasibility, robustness using scenario planning, effectiveness, and ability to drive innovation. Our big idea, â&#x20AC;&#x153;Innovation Feeds Cities,â&#x20AC;? needed to be assessed within the alternatives, in order to determine if they reflected our big idea. Drivers

of innovation were selected and analyzed to see if their presence was in the alternatives. The first assessment, stakeholder feasibility, was done to anticipate the reaction of political, administrative, and community stakeholders to the components of the alternatives. The method of the analysis did not involve direct feedback from the various stakeholders regarding the elements of the alternatives, but was developed through anticipated reaction of each stakeholder as determined by our group. Scenario planning was then used to determine whether our plan was robust enough to exist and achieve its

overarching goals in multiple futures. Since we are unaware of exactly what the future will look like, four possible futures were developed. The futures were shaped by likely driving forces for the area which will be subjected to and shaped by; the presence or absence of high-speed rail, weather there is the availability of public funds to invest in infrastructure, or whether public infrastructure developments will be funded privately. Effectiveness was measured using the metrics of economic development, sustainability, and cost. Each plan will generate jobs but at very different cost to the environment and may require much different subsidies.

Table 1.

Each element was evaluated to see if it contributed toward our goal of innovation feeds cities. Driving innovations is a key step in the logit model leading to thriving cities.

3.2.1 Innovation An overarching goal of this plan is to create a platform for the innovation that the nationâ&#x20AC;&#x2122;s food system needs. With a rich history of innovation from the McCormick reaper to futures trading, Chicago provides a fertile ground for innovation. Each plan component was evaluated based on the six attributes widely credited with fostering innovation. 3.2.1.1 The Park: Great Lakes Food Innovation Park The Park has the most innovative components and scored favorably in nearly every element that spurs innovation. The Park can provide leadership, education, and anchor institutions in one dense

location. The Nutrition Research Center and Center for Food Innovation provide the optimal setting to create innovations in the food system and make discoveries about how food affects the body and mind. CAFE scored the high in our analysis because it has the ability to be the administrative leader of the Park, while providing education and capital to businesses. 3.2.1.2 The Pact: Branding and Business Initiative The Pact has infrastructure improvements that would make the area attractive to potential companies and individuals whom could spur innovation. The other elements are focused on developing existing and new businesses. Although they provide a valuable service,

they do not have any qualities that challenge the current food system to change. The Pactâ&#x20AC;&#x2122;s most innovative quality is that it fosters the growth of ideas and businesses. However, much of the plan simply reinforces the status quo. 3.2.1.3 The Port: Riverwalk and Market The Portâ&#x20AC;&#x2122;s main focus is establishing pedestrian infrastructure and additional food markets and grocery stores in the community. Although these components may be useful to the community residents, they do not score well in the innovation test. Infrastructure and gathering places are the only two innovation criteria that this alternative scored well in.

Table 2.

Support from multiple stakeholders is critical for the implementation and long-term success of the plan.

3.2.2 Feasibility Projects cannot get off the ground without the support of key community leaders and community members. To test stakeholder feasibility, each plan was evaluated for palatability to more than one hundred individual stakeholders. The one hundred individual stakeholders are presented in a summarized form (see table 2). The stakeholders we analyzed can

be summarized under three categories; politicians, government agencies, and community stakeholders. As previously stated, this assessment did not get the direct opinion of these stakeholders, but was determined by anticipated reaction. The group anticipated reactions of various stakeholders by researching tendencies of the stakeholders that were uncovered through reviewing many case

studies. Once there was a strong understanding of how the stakeholders would view certain settings, environments, and circumstances, we analyzed the alternatives through the lens of the stakeholders.

Table 3.

Each plan was evaluated for its ability to improve the economy and environment of the community at an attainable cost (see appendix for cost details)

3.2.3 Effectiveness Effectiveness was measured using three criteria; the ability of the alternative to lead to economic development, the plans components that lead to measures of sustainability, and the overall development cost (see table 3). We determined that economic development and sustainability were two characteristics that must be emphasized and improved in the future to effectively

meet the needs of the future city. Development cost is listed to give an idea of the monetary value expended to achieve the measures of sustainability and economic development. Future economic development can help to alleviate the loss of industrial based jobs that defined the industrial corridors earlier function and success. Sustainability is a growing contemporary concern, and is important that future developments reflect its

measures. Lastly, each project must create more value than it consumes. Alternatives that address the economic needs of the community and are guided by elements of sustainability fit well in this location, and generate the most net benefit if they are not deterred by excessive costs.

Figure 32. Funding decisions result in different priorities and investments into projects.

3.2.4 Scenario Planning Scenario planning is a planning method used to construct flexible long term plans. It achieves this through developing a matrix of driving forces in order to imagine four possible futures, developing alternative plans, and assessing these alternatives in the developed alternative futures. Driving forces are chosen based on their plausibility and their potential to impact the region in the future. Alternative plans that can effectively exist in many futures are considered robust. The availability of public funding and the presence of high speed rail were selected as the two driving forces for this analysis.

3.2.4.1 Public Funding The first dimension, availability of public funds, provides that funding could go in one of two directions; either infrastructure projects will be publically funded or privately funded. The variance of funding sources in this scenario is grounded in the current financial hardships facing the state and country, and acknowledges that while current funding for infrastructure projects may be limited, the availability of public funds in the future could drastically change, leaving ample funding for large infrastructure projects. At one end of the spectrum is public funding for infrastructure projects while the other is private funding for infrastructure projects.

Figure 33. Midwest High Speed Rail Associations â&#x20AC;&#x153;Wish Listâ&#x20AC;? for rail infrastructure in the Midwestern United States.

3.2.4.2 High Speed Rail The second dimension is the presence or absence of High Speed Rail. President Obama has made high speed rail a priority for his administration. This new transportation method has potential to change the countryâ&#x20AC;&#x2122;s perception of transportation in ways not seen since President Eisenhower signed the Interstate Highway Act of 1956. However, the variance in this scenario is grounded in that although there is progress in formulating a high speed rail network, the continuance of this agenda in the future could be carried on from the current administration.

Figure 34. The four futures were developed and branded with an icon to communicate a simple story in reference to each future.

The four futures developed were given stories and icons to help understand them (see figure 34). West Side Estates envisions a gentrified neighborhood with easy access to the region making Pilsenâ&#x20AC;&#x2122;s location near downtown Chicago favorable for real-estate development. The West Side Estates icon represents a national network of rails stretching across the country. Great Lakes High

Speed Rail (GLAMR) projects an expensive private rail line that attracts global citizens to use the more luxurious service. The GLAMR icon represents a luxurious rail car paid for by private interests. Smart City sees a high tech city that anticipates needs of citizens automatically and with equitable distribution. The Smart City icon displays how Wi-Fi, for example, will be an amenity funded by

the government with access spreading across the city. Finally, privatopia would envision an area with secluded office parks and exclusive areas to be enjoyed solely by the property owners and companyâ&#x20AC;&#x2122;s employees. The Privitopia icon represents use of private vehicles with reliance on privately funded technological innovations.

Figure 35. The Research Park is a robust plan, working well in two of the four potential futures and ok in the other two.

3.2.5 Robustness The plan must be able to work in a variety of futures. While none of the futures may occur, if the plan is robust enough to work in the diverse futures imagined, it is more likely to work in the conditions of the actual future. 3.2.5.1 The Park: Great Lakes Food Innovation Park CAFE and the research components of the park would be affected minimally if at all by HSR, while the Museum would greatly benefit from the increased flow of people (see figure 35) . Public or private funding would additionally have minimal impacts on the components of the Park since they are not dependent on public space. CAFE would be minimally affected by public

Figure 36. The Pact is somewhat robust, performing well in two futures, but poorly in the other two.

Figure 37. The Port is not a robust plan, working poorly in three of the four futures.

or private funding, but would favor the businesses it assists exist in a publicly funded environment.

to rely more on the incubator and brand for success.

3.2.5.2 The Pact: Branding and Business Initiative HSR would affect the pact by transporting a large population for businesses to serve (see figure 36). This would assist the businesses that already receive help from the business incubator and â&#x20AC;&#x153;Pilsen Pactâ&#x20AC;? brand. This brand would have a higher potential to successfully market and sell its brand with the increased population. Public funding of infrastructure would benefit the pact because of the public business environment it would create. Private investment would likely create a less desirable environment for businesses and would need

3.2.5.3 The Port: Riverwalk and Market The port would create a riverwalk along the Chicago River and public spaces that would be supported by increased pedestrian traffic brought by HSR (see figure 37). Without the HSR, the riverwalk would serve mostly the local population resulting in less activity. Public funding of the infrastructure would create open public spaces, while private funding would likely create more secluded areas with less collective development and cohesive activity.

Table 4. A final review of each alternative reveals the strengths and weaknesses of each. By combining elements from each alternative, we are left with a stronger plan that accounts for all the assessment criteria.

3.2.6 Conclusion Evaluating the Park, Pact, and Port using stakeholder feasibility, robustness, effectiveness, and ability to drive innovation provides a multi-pronged approach to evaluate crucial mechanisms of the alternatives. Once the alternatives are assessed by our evaluation criteria, we uncovered which alternatives were the strongest for the plan, and which should be the anchors

in the development of the plan. We found that many elements of the constructed alternatives did not fare well in the assessment, while other elements within the same alternatives did (see table 4). Realizing this, it makes our plan stronger to consolidate and combine the best assessed elements of each alternative. Consolidation left us with the anchor elements that have the ability to drive our plan. The Research Park tested the strongest

overall, but the Pact had many strong elements according to the evaluation criteria in evaluation criteria areas that the Research Park alternative was weak. The final plan brings the strong elements of the Pact into the Research Park Alternative, to create a plan that performs well within all the assessment criterion.

3.3 Towards the Plan

Table 6.

The many steps taken throughout the planning process to develop the plan elements for the Food Innovation Hub.

After extensive research, scenario planning, and an in depth analysis of each component of the alternative plans, we determined which elements to include in the final plan of the Innovative Food Hub. Taking into consideration the positive assessment of stakeholder feasibility, robustness, effectiveness and innovation, we determined that the Center for Food Innovation, the Food Business Incubator, the Museum of Food and Nutrition, and the Fisk Market would make up the core elements of our plan. The analysis revealed that these components would spur the most innovation and economic development in the region, thereby impacting the largest number of people across many

different scales. Each component of the Plan is integrally related to one another and will contribute to impacting not only Pilsen and Little Village, but the entire Great Lakes Region as well. Together, these new institutions managed by the driving organization of our plan, Food Matters Inc., will contribute to implementing the region an even more attractive place for food innovation companies to locate, thus making it a leader in sustainable food research, production and distribution. While the Plan proposes these developments on the site of the former Fisk coal-fired power plant, there will foreseeably be much development throughout

Pilsen and Little Village, and the surrounding region. Satellite farmerâ&#x20AC;&#x2122;s markets in neighborhoods like Little Village will develop as an offshoot of the Fisk Market, to better address the need for accessible, healthy food. As the success of the Food Innovation Hub increases, other developments such as a riverwalk and the cleaning of the river may contribute to the evolving Pilsen and Little Village Industrial Corridor. The following section will outline the four core components of the Food Innovation Hub, the satellite Little Village Farmers Market along with other possible future developments and will conclude with an analysis of the Food Innovation Hubâ&#x20AC;&#x2122;s potential regional impact.

4.1 From Fisk to Food Innovation Hub

Figure 38. Aerial view of the Fisk Generating Station before implementation of the Food Innovation Hub core components.

The proposed Food Innovation Hub will have significant regional and local impacts. Because innovation feeds cities, this plan will address issues of food and economic development by concentrating the people, resources and the energy necessary to spur this innovation. Responding to problems in the current food system and the needs of the local community, this plan proposes specific actions that will affect how food is produced

and distributed. The plan for the Food Innovation Hub has four main components: 路 Center for Food Innovation 路 Food Business Incubator 路 Museum of Food and Nutrition 路 Fisk Market The plan proposes to develop each of the core elements on the site of the former Fisk Generating Station. This

place has a rich connection to innovation. Built in 1903 with a five-megawatt steam turbine as a daring experiment to exceed the capacity of all other electric generating stations in the world, the Fisk Station became the leading example of new innovative technologies in the electric industry. As innovation feeds cities, Chicago soon became a leader in electricity production throughout the region, and served as an example of

Figure 39. Rendering of the core elements of the new Food Innovation Hub on the site of the Fisk Generating Station by Ludovico BertĂ¨ in Photoshop, April 2013.

a place willing to take risks to change aspects of the way people live. While it reached its peak of electricity production, it also caused detrimental environmental and health issues throughout the community and was closed in August 2012 (see figure 38 at page 30) 33. This forty-four-acre site, marked by the iconic smoke stack, now needs to be used to positively impact the local and regional landscape 34.

The proposed vision (see figure 39) to create an Innovative Food Hub on the site of the former Fisk Generating Station will incrementally develop over a span of thirty years. This plan is economically, politically, and administratively feasible, and addresses the current needs of the community while suggesting new infrastructural and programmatic development that will spur job development, equitable access to

food, and ultimately the creation of a place dedicated to food innovation. The impact of the single Fisk Generating Station was felt across the world, and the Food Innovation Hub has the opportunity to do the same by positively changing the way people and cities interact with their food, thus continuing the tradition of innovation on this site with local, regional, and perhaps even global impact.

4.2 Core Components

Figure 40. Rendering of Center for Food Innovation by Quy Hac Tran and Kevin Nester in Sketchup and Photoshop, April 2013.

After completing an in depth assessment of many possible plan components, these emerged as leaders and become the core of our final plan.

4.2.1 Center for Food Innovation The Center for Food Innovation (see figure 40) will be a newly constructed, high-tech food-based research center located on the former site of the Fisk Generating Station. It will be composed of the Nutritional Research Center (NRC) and the Center for Food Technology (CFT). Through collaborative partnerships, CFI will create a space to conduct cutting edge research around nutrition and food production and distribution technologies. Research at CFI will brand the newly

transformed Pilsen and Little Village Industrial Corridor into a national center for food innovation.

streamlined processes will assist farmers and producers to distribute food and prevent unnecessary waste.

4.2.1.1 Technology CFTâ&#x20AC;&#x2122;s purpose is to develop new and innovative technologies that allow for a more equitable and sustainable distribution of food. Through partnerships with major food production and technology companies, CFIâ&#x20AC;&#x2122;s research will focus on creating a more transparent process for tracking food from growth through production and distribution. These new and improved technologies, will give people the tools to make smarter, healthier decisions about food they consume. Moreover, this technology and newly

4.2.1.2 Nutrition Anchored by partnerships among local universities and nutrition research companies, NRC, will work to address the growing crisis of nutrition related illnesses, such as obesity and diabetes, that are so prevalent today. The NRC will focus on the development of healthier, more sustainable produce and food products, and will collaborate with local hospitals to develop new ways to educate, treat, and prevent food related illnesses. NRC will also focus on creating policy recommendations for improved national

Figure 41. Rendering of Food Business Incubator by Quy Hac Tran in Sketchup and Photoshop, April 2013.

nutritional guidance and advocate for a fundamental change in todayâ&#x20AC;&#x2122;s deteriorating agricultural cultivation practices at the local and national level.

4.2.2 The Food Business Incubator The Food Business Incubator (FBI) is a communitybased center (see figure 41), grounded in providing an office, classroom, and kitchen space for growing local entrepreneurship, and job training for the newly created Food Innovation Hub. This space, located in the former Switch House Number Two of the original Fisk Generating Coal Power Plant, will provide services to help ensure that the residents of Pilsen and Little Village will benefit from the new jobs created in the Food

Innovation Hub. 4.2.2.1 Chicago Area Food Enterprise (CAFE) CAFE, a local food oriented business incubator facility, will provide technical assistance and physical space for local entrepreneurs to grow their businesses. These services will be helpful for both newly created and already developed businesses. It will provide technical assistance and consultation based on: starting a business, loan applications, financing, business plans, location analysis, marketing and advertising, and other services based around business operations and expansion. Companies utilizing CAFEâ&#x20AC;&#x2122;s services will also be able to rent physical office and kitchen space, while their businesses grow and move into the

community. CAFE will be a community anchor helping to spur innovation and entrepreneurship among the local residents of Pilsen and Little Village. 4.2.2.2 Food Innovation Hub Training Center (FIHTC) FIHTC is the training center for local residents to learn the technical skills necessary to be employed by companies in the new Food Innovation Hub. FIHTC will have classroom and workshop space to conduct classes for community members to learn skills around food research, production, and distribution. By providing the community with this center, additional newly created jobs from the Food Innovation Hub will be available to residents of Pilsen and LIttle Village.

Figure 42. Rendering of Museum of Food and Nutrition by Quy Hac Tran in Sketchup and Photoshop, April 2013.

4.2.3 The Museum of Food and Nutrition The Museum of Food and Nutrition, an interactive food and health education center and community gathering space, will be located in the original Powerhouse building on the site of the former Fisk Generating Station (see figure 42). Education is another key component to helping facilitate a change in the way people interact with food. This museum will not only

be a resource for the local residents of Pilsen and Little Village, but will also be a tourist destination for schools and people throughout Chicago and the region. It will contain interactive exhibits about food that span local, national, and global importance. There will be displays and exhibits dedicated to nutrition, healthy eating, and healthy living, in addition to a demonstration kitchen. A portion of the museum will also be devoted to the

sharing of new research and technology produced at the nearby Center for Food Innovation. Besides being an educational facility, the Museum will also have a mobile exhibition unit and space set aside for community events and cooking classes. The Museum of Food and Nutrition will be focal point of the community and an educational resource for both children and adults.

Figure 43. Rendering of Fisk Market by Quy Hac Tran in Sketchup and Photoshop, April 2013.

4.2.4 Fisk Market The Chicago Public Market at the former Fisk Generating Station is a large, year-round indoor/outdoor market (see figure 43) featuring over one hundred vendors from throughout the Chicagoland area and Great Lakes region. The market will be located in the 1959 Powerhouse building, which will be repurposed to feature many of its original physical features,including

the iconic 550 foot smokestack as a way to pay tribute to the historical significance of the Fisk Plant35. The interior structure will be completely refurbished and will feature dozens of produce, meat, fish, baked goods and other local food vendors in addition to cafes and food stands selling fresh meals to Fisk’s visitors. In order to support the daily operations of the Market and all components of the distribution of vendors’ products, the Fisk Market

will also house rentable office space and refrigeration systems. In addition to connecting Chicago and the regional resident’s to local farmers, the market will also serve as a common meeting area for Chicago’s diverse cultural landscape.

4.3 From the Industrial Corridor to the Food Corridor

Figure 44. This proposed future land use map of the Pilsen and Little Village Industrial Corridor shows the potential types of development within the area because of the addition of the Food Innovation Hub. Infrastructural improvements such as bike lanes, freight only lanes, additional residential housing, increased retail space, cultural centers, green space, and mixed use areas are constructed and help to transform the industrial corridor into to a new food corridor for the city.

Figure 45. Rendering of a satellite of the Fisk Public Market at the future ‘Park 553’ in Little Village by Quy Hac Tran in Sketchup and Photoshop, April 2013.

During the plan’s thirty year implementation and the following years, it is anticipated that the proposed core components may contribute to related developments in and around the Pilsen and Little Village Industrial Corridor. These could include expansions to current projects, such as a satellite of the Fisk Public Market at the future ‘Park 553’ in Little Village (see figure 45). Plans for the park have already included the development of urban farming, and produce grown on these farms could be sold both at the satellite market and the main Fisk Market36. When operating, there will be new jobs available and access to fresh food. This market has the potential to improve the environment of this historically polluted and neglected area. New grocers, food co-ops, and gardens would be supported

as well, increasing access to healthy and affordable food. Additional growth will be attracted by Food Matters Inc., the plan’s driving organizational engine. In order to provide adequate resources and prepare for this influx of people and businesses, Pilsen and Little Village will need further infrastructure improvements. Enhancements such as upgrading existing rail, canal, and building freight only lanes could improve the area for growth in food production and distribution. New food businesses will cluster in the area, because of the collaborative community created around food research and production and development. As interest grows, new office space, businesses, and residential dwellings

could develop organically as well. Enhancements to environmental health beyond the remediation of the Fisk coal-fired power plant could include, cleaning the river, the installation of fishing inlets, or a bike trail that connects Pilsen and Little Village to the proposed downtown riverwalk developments37. As the Hub’s museum and market become destinations for local and regional visitors, the riverfront could be reclaimed as a park or a commercial district. While these additional developments are simply speculation, they have the potential to contribute to making Chicago an attractive place for institutions to locate to collaborate in the creation of a new sustainable food system.

4.4 Regional Impacts

Figure 46. Representation of the ways by which the Food Innovation Hub will interact and influence research centers at universities, food technology centers and food distributors throughout the region.

The Plan presents a vision where the Food Innovation Hub will create a platform for collaboration and development which will ultimately contribute to a healthier more economically vibrant region.

4.4.1 Spheres of Influence The Food Innovation Hub will be located on the former site of the Fisk Plant. It will serve as a catalyst for future

food production, distribution, economic development and education locally and throughout the region. The redevelopment of the Fisk site will create a space for partnerships among different stakeholders that reach different scales of influence. For example, research for new food technology will occur in the CFI, but its impact will reach food companies and consumers throughout the region. Hospitals throughout the region will use new

methods to treat nutrition related illnesses discovered in the Nutrition Research Center. The Museum of Food and Nutrition will be the only museum of its kind in the region and its comprehensive community-oriented approach to education will influence the way schools, museums and communities decide how to teach about healthy eating and living. The effect of research and community created at the Food Innovation Hub will

Figure 47. The Food Innovation Hub will spur development not only in Pilsen and Little Village but in surrounding low income areas as well. The Hubâ&#x20AC;&#x2122;s emphasis on equitable and sustainable food production and food oriented economic development will spur growth to alleviate gentrification concerns.

continue to grow and change the region (see figure 46).

4.4.2 Unintended Consequences The Food Innovation Hub will change the landscape of Pilsen and Little Village over time. Tourists, new employees, and company headquarters will relocate to the area. While this is not an ideal situation for current residents, our long term strategies will address

issues of potential gentrification and how to deal with these effects. These strategies will focus on the creation of adequate affordable housing for displaced residents and will identify a process by which the in-migration and out-migration of Chicago residents from various parts of the city and the region can be equitably managed. The Food Innovation Hub will spur positive economic investment in disinvested neighborhoods and

suburbs with new housing, business and infrastructural development to provide for the influx of new employees of the Hub. The CAFE incubator and innovative food technologies developed by the Center for Food Innovation create new business opportunities. While there may be unintended negative effects on the community, the Plan aims to put processes in place to address these issues as they surface. This will create a Hub that can be a

Figure 48. Representation of the ways in which the Food Innovation Hub will influence cities in the region and build on existing assets of cities through improvements in the six elements of a food system. By 2040, we anticipate that Chicago will be a leader in each of the six components through innovations in the Hub.

generator of human and financial capital (see figure 47).

4.4.3 Impacts on the Food System Innovations in food technology, food education and nutritional research done by the Food Innovation Hub will create streamlined and equitable processes by which the food system in the region will be improved and pushed towards a more sustainable direction.

These processes will occur in all six elements of the food system; farming and food production, the land/space for agriculture management, processing and distribution, buying and selling, eating and celebration and food waste and recovery will be on the receiving end of these innovations. Our goal for the Food Innovation Hub is to create new ideas and processes that can be concentrated around a single

focus, spurring further innovation to create a modern sustainable food system. By 2040, we envision a Chicago that has dramatically improved each element of the food system and a Great Lakes region that is positively impacted by innovation coming from the Food Innovation Hub, improving on certain elements that are more suited for each individual location (see figure 48).

4.5 Implementation * The closer the line is to the timeline the more precedence it has throughout the plan.

Figure 49. This timeline, depicting a thirty year implementation strategy, details the years in which the various elements of the Food Innovation hub will be developed. Timeline created by Kaitlyn Baffoe in Illustrator, April 2013.

An implementation strategy is a key component to creating a successful and feasible plan. This section outlines the goals for the core plan components with short term and long term objectives, including the development of the non-profit umbrella organization, Food Matters Inc., laying the ground work for food innovation, and the physical development. This detailed strategy assures that the elements of the plan are brought into fruition. Food Matters will oversee the implementation process, laying out the steps for the development of each component, along with designing a funding strategy for the plan.

Food Matters Inc. will act as the engine that helps put the various elements of this plan into motion. Because of its non-profit status, it will qualify for public and private grants for which private companies are not entitled. The organization is run by a board of directors whose seats are comprised of community members, representatives from Little Village and Pilsen not-forprofit organizations, city officials, universities, hospitals, and research park consultants. These members will collaborate to address both the needs of the local population while providing a platform for Pilsen and Little Village to become a new sustainable food district.

4.5.1 Engine that Drives Implementation

4.5.2 Timelime of Development

By 2015, Food Matters Inc. has been established and has purchased the Fisk power plant. An application has been filed to change the zoning of the corridor from industrial to mixed-use. A public hearing was held on the amendment to the zoning, and due to a positive response from the community, the Chicago City Council has changed the zoning specifications of the industrial corridor. An Environmental Records Search, an Exposure Assessment, and a walk- through of the site have been completed to determine what the next step of the environmental remediation should be. Food Matters Inc. has also provided the Historic Landmark Commission with a planning report of what they hope to accomplish with the Fisk site.

By 2020 the Fisk power plant has received historic landmark status after gaining community support from a public hearing and a vote by the Chicago City Council. The physical remediation of the site, removal of asbestos and lead paint along with powerwashing the facilities, has been completed. The Fisk market manager has been chosen, along with the establishment of rules, regulations and bylaws for the market. A manager for the Food Business Incubator has also been hired and has attended the Incubator Manager Certification Program. The various components of the Food Business Incubator have come to fruition; The Chicago Area Food Enterprise (CAFE) along with the Food Innovation Hub Training Center

(FIHTC) are up and running providing a community space, an education center, and a commercial kitchen to local residents. An interview process has begun to decide which small businesses will use the kitchen. The construction on the new Center of Food Innovation, which will house the Nutritional Research Center (NRC) and the Center for Food Technology (CFT), has begun. By 2025, the Fisk Market has been established. It has developed a robust marketing strategy and signage that is bringing both tourists and local residents to sample what the Food Innovation Hub has to offer. Five companies have been designated to use the CAFĂ&#x2030; commercial kitchen on a three-year contract. The

contracts expire on staggering years so that there is never an empty kitchen. The NRC and CFT have been established but are working at 50% capacity. The board of Food Matters Inc. is continuing to network and bring in capital from private investors to fund the state of the art equipment for CFI. Major renovations are being conducted, funded by the public sector through grants designated for museum establishments, to the original powerhouse building of the Fisk site in preparation of the opening of the Museum of Food and Nutrition. By 2030, the CFI, including NRC and the CFT are running at full capacity. A major food corporation and university have bought their efforts to the Fisk

Figure 50. This figure depicts the various steps needed in order to implement the first stages of the planning process- Changing the zoning from industrial to mixed use, obtaining Historic Landmark status for the Fisk Plant, and the enviromental remediation process. Bubble Chart created by Kaitlyn Baffoe and Chris Tran in Illistrator, April, 2013.

coal-fired power plant site, establishing it as a highly functional food research campus. The Museum of Food and Nutrition has also been established and is providing education classes to the community in addition to interactive exhibits on food and nutrition. By 2035 infrastructure improvements to the region commence. Capital improvements in the area will be necessary as more food companies are establishing

themselves in the area; it is important that they are easily accessible by various transportation modes. By is

2040, the Food Innovation Hub up and running at full capacity.

4.5.3 Laying the Groundwork Food Matters Inc. must lay the groundwork in the early

years for the development of this plan to be successful. The planning process requires a change in the zoning of the entire industrial corridor. Although the focus of this planâ&#x20AC;&#x2122;s physical development is on the site of the Fisk power plant, changing the entire corridor from industrial to mixed-use zoning will help spur the development of the local region. Designating the Fisk power plant as a historic landmark site is also pivotal in the beginning

Table 7. This chart depicts the estimated cost, duration, and potential funding source for the development of the various plan elements. (See Appendix, Source- Refer to Implementation section of End Notes 1,2,3,4,5,6).

stages of the planning process. Although the plan would be successful without this landmark designation, it grants Food Matters access to public funds for the remediation process (see figure 50). In addition, the site carries a lot of history for both the Pilsen neighborhood and Chicago. Preserving this iconic structure will help maintain some of the industrial history for which Chicago is known. Once actual development begins,

Food Matters Inc. will continue to spend approximately $100,000 a year on development throughout the region on food related growth. This will include helping graduated businesses from the Food Business Incubator obtain physical properties throughout the city as well as capital improvements to the roads, railways, and canal.

4.5.4 Funding

Funding for the plan will come from various sources overseen by Food Matters Inc. (see table 7). Due to the historic designation of the Fisk Site, Food Matters Inc. has access to many public grants to help fund the rehabilitation and preservation of the buildings. The Food Business Incubator will be funded through public grants. Because companies do not pay rent when they are using the commercial kitchen, Food Matters Inc. gets

Figure 51. When the Food Innovation Hub is fully implemented, residents of Pilsen, Little Village, Chicago and the region will have more equitable access to healthier and sustainable food options. Opportunities for economic development will follow.

a percentage of equity in each company that uses the Food Business Incubator. When the companies graduate from the program and move on to a more profitable venture, Food Matters Inc. makes a profit from their sales and invests this money back into the incubator. Initial funding for the Fisk Market will be amassed through private funds donated to Food Matters Inc. Once the Fisk Market is up and running, a fee is charged for the rental of a booth so that market will be financially self-sustained.The center for Food Innovation will be funded through private- public partnerships. Ideally, a

major food company and/or technology company will establish itself in CFT in an effort to design innovative ways to allow for a more equitable and sustainable distribution of food. Likewise, local universities and nutrition research companies will join to work with the NRC to address the growing crisis of nutrition related illness. The Museum of Food and Nutrition will be funded through similar grants as the remediation process due to the buildingâ&#x20AC;&#x2122;s designation as a historical landmark. There are also federal, state, and local grants available for the establishment of a museum. Once the Museum

is up and running it will charge entrance fees and tuition from the various classes that will be provided. The implementation process is vital to a planâ&#x20AC;&#x2122;s success. However, community and regional needs change over time, and thus flexibility is built into this plan so that it can adapt to change over time. Using Food Matters as a catalyzing organization that oversees this process, this timeline lays out the various steps for the development of and funding strategy for each component to ensure feasibility and success.

Figure 52. â&#x20AC;&#x153;Pretend what we are notâ&#x20AC;?: This Pilsen mural reminds us not to envision the future based on the present, but on what we imagine it to be.

We created this plan as part of a semester long studio course in the Masters of Urban Planning and Policy Program at the University of Illinois at Chicago in the

spring of 2013. This proposal for the Food Innovation Hub strikes a balance between the visionary and the practical, between what could happen in this

region through food innovation and what must be done now to ensure a sustainable food system. It is important to acknowledge that transforming the

Pilsen and Little Village Industrial Corridor from its current state to a Food Innovation Hub is difficult to imagine. However, the goals presented in this plan are feasible and supported by urban theories and in depth research and analysis. At the very least, implementation of this plan will directly affect Pilsen and Little Village by creating new jobs, spurring economic development, and offering new educational opportunities. While we hope this plan will be used to help reenvision the Pilsen and Little Village Industrial Corridor, we acknowledge that steps need to be taken to share this plan with those redeveloping the site. This being said, the ultimate purpose of our plan is to facilitate conversation that will serve to engage people of the Pilsen and Little Village communities, the City of Chicago and the region about the unsustainable state of the current food system. If the plan is understood within this context, key people, businesses and organizations will better realize the potential positive local and regional impact of the Food Innovation Hub. In summary, these five recommendations are key to the success of the plan for the Food Innovation Hub. 1. A non-profit organization, Food Matters Inc., will be created to help guide the development strategies throughout this plan. The board will be comprised of key private and public partners such as: community members, representatives from Little Village and Pilsen not-for-profit organizations, city officials, universities,

hospitals, and research park consultants. Food Matters Inc.â&#x20AC;&#x2122;s ultimate purpose will be to help establish a sense of identity around innovative, sustainable, healthy food practices in the area and will provide a platform for future food related development throughout the region. 2. When the Center for Food Innovation is implemented, it will house the Center for Food Technology and Nutritional Research Center. Through collaborative partnerships, these research institutions will develop new technologies to influence food production, distribution, and health related issues. With the influence of the Center for Food Innovation, the Food Innovation Hub will gain a regional reputation and will attract various food-related companies from around the globe. 3. The Food Business Incubator will help address the immediate needs of job creation within Pilsen and Little Village. This incubator will act as an economic development tool to stimulate local business activity in the area in many ways. It will attribute to: the number of healthy businesses owned by local residents, the growth in the size of the local entrepreneurial class, an increase in community access to sources of capital, provide a safe and positive work environment, and make improvements in the price, quality, and of food related goods and services that are available locally to community residents. 4. The Fisk Market will help local residents gain better access to healthy, fresh food. The market will also act as the retail source in which small businesses, using

the Food Business Incubator, can sell their products and where both local residents and tourists will travel to sample what the Food Innovation Hub has to offer. 5. The Museum of Food and Nutrition will be established to help educate local residents and visitors on the history of food, the relationship between food and cities, food related illnesses, and nutrition. The Museum will act as a tourist destination but also emphasize education in regards to food through interactive exhibits and various classes offered to the community. History has proven that innovations in food technology have kept our perpetually growing cities fed. This plan brings history full circle by using the city to spur innovation away from the current food system to one that is both healthier and more equitable. This plan lays out a vision for a future where Pilsen, Little Village and the entire Great Lakes region are provided a foundation for innovation. The Food Innovation Hub will lead this effort through a focus on job creation and development of a more sustainable food system. Through The planâ&#x20AC;&#x2122;s four core elements a new paradigm in food innovation will take root in the region. The Plan outlines a practicable, thirty year implementation strategy complete with zoning strategies, historic landmark designation and environmental remediation. Ultimately, The Plan will spur innovation in food while also investing in the success of the current community.