Strategic Cities Guide Tactics for Economic, Social, and Sustainable Improvement in Municipalities
Spring 2014
TROYER GROUP | Together, We Will.
Strategic Cities Guide Tactics for Economic, Social, and Sustainable Improvement in Municipalities THE TROYER GROUP 550 Union Street Mishawaka, IN. 46544 P 574.259.9976 F 574.254.4048
“We are not hapless beings caught in the grip of forces we can do little about, and wholesale damnations of our society only lend a further mystique to organization. Organization has been made by man; it can be changed by man.� William H. Whyte
Preface This document was written and produced by Jonathon Geels and Mike Reese at the Troyer Group as a tool for municipalities. Support and guidance from organizations, municipal staff, and various commissions were key in its development. Valuable assistance and direction was provided for this project by the enFocus Fellows.
TABLE OF CONTENTS
Introduction
• Executive Summary • Purpose/Intent • How to Use this Guide
Where We Are • A Brief History of American Cities • Vulnerabilities • The Need to Move Forward
Where We Are Going • Vision • Mission • Strategic Direction
Concept Lens • • • • • • • • •
Introduction Mobility Technology People Environment Energy Scale Context Economy
Next Steps: Implementation • • • •
Awareness and Communication Needs Tactics Project Development
THE TROYER GROUP
Toward A Bright Future • Conclusions • Who We Are
• References: Cited Sources and Resources
INTRODUCTION Executive Summary The role of cities has always been to foster exchange: ideas and culture; products and services; support and socialization. As the means of exchange, whether they are roadways or neighborhoods, become stretched and warped, they begin to lose effectiveness. As a result, cities need to be more tactical in their problem solving approaches in order to be more successful. The economic future of the United States is in question more than at any time in recent history. In the near future, mounting debt will pose significant challenges to cities. Fragmented by the inefficiencies of unrestrained sprawl, vacant buildings overtake the landscape and economic development evolves far below what is necessary to sustain municipalities around the country. This model leads to a process where infrastructure is constructed without regard to life-cycle costs and focus only on first costs. Often its construction takes place without a plan to actively maintain them in the future and the ill-conceived process repeats. Outside the buildings, the transportation infrastructure underperforms and faces the continual assault of budget cuts. The historic expansion of cities continues to follow a car-centric model and many residents around the country cannot acquire basic necessities on foot or bicycle. In addition, independent silos, from city agencies to civic action groups, around cities often have narrowly focused agendas and fail to see the rippling impact to the whole. Citizen groups do not always work in concert with city departments and efforts are often under-supported and as a by-product become ineffective. Public school systems, who face similar funding challenges, continue to address cuts behind increased performance requirements. Refuse streams, singularly defined as waste, are simply thrown away at great economic and environmental cost when these products could generate revenue for the city while advancing environmentally responsible economic development. The difficulties that cities faces now are substantial and will only multiply in the years to come. Municipalities must undertake a transformational revolution; a revolution in which reality and intellect meet squarely and find common ground. Each city has risen to this challenge in past generations and it will rise to the challenges of today. Fortunately, cities in this country have a surplus of resources at its disposal including a strong, available workforce; brilliant institutions of higher learning; and an array of energy and communication assets. But how do municipalities more fully take advantage of their opportunities?
THE TROYER GROUP
Strategic planning is vital. The significant challenges that society faces will have far reaching consequences for decades to come. It is imperative to find ways to positively manage urban needs and responsibilities that ensure not only a more socially viable future, but a more ecologically responsible and economically resilient outlook as well. Strategic, sustainable planning policies are dynamic and systemic in nature and must be diverse, flexible, and fully integrated to ensure the greatest benefit to the community. Indeed, the future is bright. We are a people who launch ideas into products and services. We build them and deploy them right here within our cities and into the national and international marketplace. Our cities possess the ideas, the energy and the resources to re-imagine themselves and to turn into something special; to confront the challenges of the future. What is needed is a plan; a plan to coordinate all of our talents, our energy and our resources and provide unified direction to our efforts. This effort should address all of the many layers that make up the cities that we inhabit, while considering the context of history that has led us to where we are today and the contemporary influences that we face. The Strategic Cities Guide (SCG) endeavors to confront the realities of our rapidly changing world. It purposely focuses on assembling the best ideas from those with a positive community outlook and develops a road map to a better future. It provides meaningful direction for tactics like more efficiently use energy in our buildings, in our transportation system and seeks to develop new ideas within municipalities. This guide aims to provide direction to restructure how we solve problems and create solutions that enhance the economic outlook as well as the health and sustainability of our cities. It also takes on the responsibility of education and public outreach while fostering collaboration and partnerships between divergent groups around the country.
STRATEGIC CITIES GUIDE | INTRODUCTION | 7
INTRODUCTION Purpose and Intent Purpose moves people. It defines direction and answers the question “why”. It’s easy to lose sight of that. The best laid plans of mice and men often go astray. While no one comes up with a “stupid plan”, it’s important to continually ask why something is being done. In an architectural lexicon, you might say that form follows function. In other words, let’s make sure something works before we worry about what it looks like. At a minimum it should look good. Goal 1: Provide an outline for developing a framework, influencing strategic planning Goal 2: Develop awareness of the context that goes into municipal problem solving Goal 3: Discuss key strategies for creating measurable success in future projects Implementing the Major Goals of the Strategic Cities Guide It is a pivotal time for cities around the country. We are recuperating from recession, in and of itself a daunting task. At the same time, we face a resource revolution and an emerging energy economy, while being confronted with the ramifications of the previous century’s design and planning decisions. Then add deferred maintenance and similar financially constrictive obligations and it’s easy to see both the local and global implications. Now, more than ever, the trials and tribulations we face must be addressed with broader awareness and amplified imagination to meet the needs of our community. This guide: • Breaks down complex facets of the urban environment into manageable concept lens to evaluate community needs and tactics to solve the most pressing issues cities face • Provides a framework for conceptualizing and understanding the city as a network of many factors • Educates leaders and helps them build strategies and policies that strengthen cities and develop resiliency How to Use this Guide This guide seeks to connect policymakers, civic action groups, city agencies, educators, and citizens to the information they need to create smarter, more linked, and ultimately more successful cities. While each audience may utilize the SCG differently, it is these groups that drive the direction cities take and contribute to the overall wellbeing of all of the residents who call these cities home. Promote collaboration and harness the capacity of communities to encourage innovation: • Resource: a source of information and concepts • Tool: providing insight to implementing tactical solutions
THE TROYER GROUP
Who Can Use This Guide This guide is primarily geared toward informing policymakers, civic action groups, civic agencies (like city departments) and regional planning groups, educators, and citizens
Policymakers Use this guide to help make informed decisions on municipal strategies that have a direct economic, social, and environmental impact on civic success.
Civic Action Groups By gaining an overview of important elements of municipal development, these groups can more specifically target low hanging fruit (easiest projects to accomplish).
Civic Agencies and Regional Planning Groups So many of the dayto-day decisions that these groups make shape long term projects and policies. It is important that their choices not only reflect the priorities of the group, but the overall success of the community.
Educators This group has the unique opportunity to shape the future and create more engaged and conscientious citizens. The SCG takes the complex issues facing cities and provides a manageable format to share at any level.
Citizens The stakeholders in any given municipality include anyone who lives, works, and plays within the community. Their input is critical to decision making and the SCG helps inform this group on that process.
Creating the Next Generation Civic Ecosystem
AWARENESS
Aimed at raising the level of awareness in both the public and private sectors - Education Sessions - Events - Workshops
ADVOCACY
Targets specific policies, updating that framework, and developing key strategies
ACTION
Taking abstract ideas and turning them into concrete projects - Preparation - Communication - Impact - Evaluation
STRATEGIC CITIES GUIDE | INTRODUCTION | 9
WHERE WE ARE
THE TROYER GROUP
A BRIEF HISTORY OF AMERICAN CITIES
STRATEGIC CITIES GUIDE | WHERE WE ARE | 11
WHERE WE ARE
VULNERABILITIES
Brene Brown
“Vulnerability is basically uncertainty, risk, and exposure.”
THE TROYER GROUP
The distance from where we are (as cities) to where we want to go is not that far, but we’ve constructed both mental and physical barriers that need to be overcome. The social, political, and economic capital needed to get from one side to the other varies depending on how entrenched into old patterns cities are.
BARRIERS LACK OF AWARENESS OF TACTICS OPERATIONAL SILOS
NORMALCY BIAS LACK OF RESOURCES NO CRISIS MANAGEMENT MODEL DEFERRED MAINTENANCE WHERE WE ARE
WHERE WE ARE GOING LACK OF CURB APPEAL
CAR DEPENDANT UNHEALTHY
RESILIENT ECONOMICALLY SUCCESSFUL
FINANCIALLY UNSTABLE
SOCIALLY EQUITABLE
SOCIALLY DISCONNECTED
DEPENDANCE ON FOSSIL FUELS
FEAR OF THE UNKNOWN
HEALTHIER
SUBURBAN SPRAWL
VULNERABILITIES THE TROYER GROUP
WHERE WE ARE GOING
A. Einstein
“We cannot solve today’s problems at the same level of thinking we were at when we created them.”
THE TROYER GROUP
Onward and Upward To address those barriers, cities need to carefully examine previous decisions and commitments that have set us on our current course. It is our role as leaders and as citizens of the world to evaluate those choices and, in creating the next generation civic ecosystem, determine the best course through awareness, advocacy and action which reflects the desire to be better. Vision Statement: As we look to the future, we see vibrant cities, with sound strategic management and sustainable developments, with empowered people, mobilized, and devoted toward that vision. The result: cities defined by responsible growth and creative solutions; inspired places; and a clean, flourishing environment. Mission Statement: The Strategic Cities Guide seeks to engage a city through a unified effort in positive management and sustainable practices, thus transforming our communities and improving our environment. Implementing the goals of this guide, with the vision as a guide, cities develop these attributes: • Resiliency and prolonged sustainability • Economic consistency and reliability • Social improvement: diversity and welcome-ness/openness • Improved creative capacity (through engaged citizens and encouraged collaboration)
STRATEGIC CITIES GUIDE | WHERE WE ARE GOING | 15
CONCEPT LENS
MOBILITY TECHNOLOGY PEOPLE ENVIRONMENT ENERGY
SCALE CONTEXT ECONOMY MATERIALS
The concept lenses outlined in this guide represent the dominant conversations that have evolved out of past urban development projects and intense observation of the built environment. Each lens serves as dynamic ways to look at cities. While they are not meant to be comprehensive in scope, they do attempt to cover vast components of civic design. They serve as a place to start from; breaking down complex issues into digestible content. As cities grow and change, so too should the dialogue that guides their development. In this iteration, the Strategic Cities Guide examines cities through the lens of mobility, materials, technology, economy, scale, environment, context, people, and energy. The fact that so many projects and concepts fit into multiple organizational categories strongly demonstrates an interconnectedness and the need for continual collaboration.
CONCEPT LENS
TECHNOLOGY
Looking at cities through the lens of technology calls attention to increased productivity, efficiency, and awareness while introducing changes in management, learning, and social opportunities. While some of these opportunities are sectoral, many have a more universal impact.
Techonology allows us to think locally and globally at the same time. Constant connectivity, a hyper awareness of local assets and their perceived value, and an established, continuous, non-linear feedback loop, allows us to constantly evaluate and evolve our systems.
For example, municipalities can better manage energy and water resources through irrigation analysis systems and building management systems. Because of global and local connectivity, we can monitor weather data across broad regions, compare it with recent and historic reference points, and make local decisions about the amount of water to utilize for optimal plant health. If irrigation is the largest consumer of municipal water supplies, this information could potentially save cities millions of dollars. Additionally, our buildings are the largest consumers of energy and control systems can link all of the vital operational systems to a digestible dashboard. This dashboard provides realtime
TECHNOLOGY
SMART CITIES, SMART INFRASTRUTURE, SMART CARS, AND THE EVOLVING LEXICON OF INDUSTRIAL SCIENCE.
feedback on things like building utilities, power distribution, and security, allowing maintenance managers and decision makers to more nimbly respond to issues. At the same time, routine messaging can be integrated to more seamlessly distribute information, increasing both productivity and efficiency. But these are just two technology integrations that can benefit the economic, as well as the efficiency and environmental bottom lines of cities. Fully assessing strengths and weaknesses will lead to potential opportunites and threats that cities can (and should) address.
THE TROYER GROUP
SET OF INFLUENCES and BENEFITS STRENGTHS • Infrastructure Availability • Access to Information
PRODUCTIVITY • Management Of Resources
WEAKNESSES • Aging Infrastructure • Shortage of “Premium” Power Supply • Unfamiliarity/Learning Curve
EFFICIENCY • Decreased Friction Of Information Transfer AWARENESS • Learning and Increased Education of Source Material • Social Engagment • User Interaction/UX Design Spatially • Communication and Messaging Strategies Evolution • Gamification
OPPORTUNITIES • Increased Wireless Coverage/Availability • Increased Mobile Communication Networks and Use • Open Data Portals • Encourage “Civic Hacking” And Tactical Urbanism Techniques THREATS • Normalcy Bias • Initial Cost and Upgrade Cost (Planned Obsolescence) • Security
In an era of accelerated technological progress, “We might define a technological revolution as a dramatic change brought about relatively quickly by the introduction of some new technology” Nick Bostrom STRATEGIC CITIES GUIDE | CONCEPT LENS | 19
CONCEPT LENS
ENVIRONMENT
HEALTHY URBAN ENVIRONMENTAL SYSTEMS DEPEND ON THE CAREFUL BALANCE OF EFFICIENT STORMWATER MANAGEMENT, DEVELOPED URBAN FORESTS, REDEFINED WASTE MANAGEMENT, OPTIMIZED BUILDINGS AND TRANSPORTATION, AND THE INTEGRATION OF SMART SYSTEMS. THIS BALANCE ENSURES THAT THE ECOSYSTEMS IN AND AROUND URBAN AREAS BOTH FUNCTION INDEPENDENTLY AND HOLISTICALLY, WHILE FOSTERING SUSTAINABLE GROWTH.
THE TROYER GROUP
WATER
WASTE WATER
URBAN AG.
EFFICIENT STORMWATER MANAGEMENT
URBAN FORESTS
FOOD
REDEFINED WASTE MANAGEMENT
ENVIRONMENTAL SYSTEMS ARE DYNAMIC AND SYSTEMIC
BIO SOLIDS MSW YARD WASTE
STREET TREES
SMART SYSTEMS
BUILD. CONTRL.
Urban forests positively influence curb appeal (a key attachment driver for cities), improve storm water management, enhance quality of life, and support multitudes of wildlife navigating urban areas. Coupled with urban agriculture tactics like bolstered food forests, the trees that make up the urban forest have potential to be productive in many respects: having environmental, social, and economic benefits.
PARK SYSTEM
BUILDINGS AND TRANSPORTATION
GIS
STREETS
THEODORE ROOSEVELT “Here is your country. Cherish these natural wonders, cherish the natural resources, cherish the history and romance as a sacred heritage, for your children and your children’s children. Do not let selfish men or greedy interests skin your country of its beauty, its riches or its romance.”
ENVIRONMENT Stormwater management involves more than simply appropriate pipe sizes and storage capacity. Fundamentally, it involves the paradigm shift from viewing it as a waste product that must be moved and processed to a valuable resource. Much of waste water treatment plant size requirements are directly correlated to irrigation patterns in cities. Furthermore, according to the Mckinsey Global Institute report, “Resource Revolution�, municipal water leaks account for one of the top opportunities cities can take advantage of for optimal energy and resource performance. Because water and waste water processing account for the two highest energy (and resources) consumers of cities, this opportunity can carry a significant economic impact.
Buildings and transportation represent the most significant ecologic and spatial impact that society has on the planet. Those systems consume the most energy, have the greatest environmental footprint, produce dramatic light and noise pollution, and disrupt the balance of various natural systems. Our buildings and transportation networks need to better reflect and consider their context, integrate life cycle cost analysis, co-utilize resources with adjacent consumers, and facilitate multipurposes.
Addressing environmental improvement means not only dealing with ecology elements like land and water systems, but also looking at spatial needs including air, light, and sound influences. Ideas that highlight environmental improvement include stormwater management and low impact development, green infrastructure, increasing exposure to nature, waste management/recycling, and biodiversity. They also include art installations and lighting projects.
The Internet of Things fosters unparalleled communication of the systems of cities. Analyzing the constant stream of data and finding correlations enables civic managers the opportunity to make more informed decisions. Smart systems already include building management systems (integrating energy, security, HVAC, fire protection, and lighting), smart streets (including complete streets), smart sewers (focused on water distribution), geospatial information systems, and open data portals.
STRATEGIC CITIES GUIDE | CONCEPT LENS | 21
CONCEPT LENS
CONTEXT SET OF INFLUENCES
“Context is the most underappreciated asset of business leadership because without it, every decision becomes a guess.” It looks at the set of influences on any given project, space, or decision. The ideas that looked through the lens of Context addressed existing demographics, culture, history, as well as infrastructure influences and sought to harness the capacity of people to improve their own success.
THE TROYER GROUP
HISTORY
• GAINING AN UNDERSTANDING OF WHERE WE COME FROM • SUMMARY OF PAST EXPERIENCES
CULTURE
• DEMOGRAPHICS • ART/MUSIC/FOOD • EVENTS
ENVIRONMENT
• SPATIAL AND ECOLOGIC INVENTORY
TACTICS
• IDENTIFY STRENGTHS/WEAKNESSES AND OPPORTUNITIES/THREATS
EMPATHETIC DESIGN
Because of the broad number of variables on any given project, it’s important to avoid type-fitting solutions. Empathetic design identifies root problems and latent needs to create solutions that break through social and technologic barriers, like old mindsets. Through intensive observation and analysis, rapid concept development, and consistent post occupancy evaluation, opportunities can be identified and solutions implemented more easily. As Einstein said, “If you have an hour to think about a problem, spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.”
CONTEXT WILLIAM H. WHYTE “It is difficult to design a space that will not attract people. What is remarkable is how often this has been accomplished.�
Exploring the Empathetic Design Process
OBSERVATION AND INVENTORY Use this guide to help make informed decisions on municipal strategies that have a direct economic, social, and environmental impact on civic success.
ANALYSIS By gaining an overview of important elements of municipal development, these groups can more specifically target low hanging projects.
CONCEPT DEVELOPMENT So many of the day-to-day decisions that these groups make shape long term project and policies. It is important that their choices not only reflect the priorities of that group, but the overall success of the community.
DESIGN DEVELOPMENT This group has the unique opportunity to shape the future and create more engaged and conscientious citizens. The SCG takes the complex issues facing cities and provides a manageable format to share at any level.
EVOLVE The stakeholders in any given municipality include anyone who lives, works, and plays within the community. Their input is critical to decision making and the SCG helps inform this group on that process.
STRATEGIC CITIES GUIDE | CONCEPT LENS | 23
CONCEPT LENS
PEOPLE
HEALTH
The health of cities is not limited to the physical fitness and lack of illness of its citizens. Health has several facets that are both systemic and dynamic in nature and should be designed for in public spaces. The mental, social, physical, and environmental well being of cities has as much to do with their success as does their infrastructure.
“Loved places do better economically” KEY ATTACHMENT DRIVERS
What makes people attached to a city?
“Healthier people have greater opportunities to learn, play, think, and innovate” SECURITY AND SOCIAL EQUALITY
Due to policy decisions about growth patterns of cities, people are either more likely or less likely to be able to nativigate social infrastructure. Social mobility and the opportunity to improve financial status is dramatically impacted by the access people have to opportunity. Cities should provide that access in order to be more successful.
Social offerings: food, retail, entertainment Aesthetics: public space design, curb appeal Openness: the perception of how welcoming a community is to different groups of people
WILLIAM H. WHYTE
“What attracts people most, it would appear, is other people.”
THE TROYER GROUP
Looking at cities through the lens of people means a focus on the dynamic and systemic facets of health, human centric design processes, and improving resiliency of communities to respond to challenges. Tactics that are influenced by this concept, among many things, seek to connect people to their food sources, provide opportunities for activity and socialization, as well as better connecting people to each other. SAFETY HARNESS CREATIVE CAPACITY
The typical model for creative endeavors is very non-participatory: waiting to read the next great American novel or be amazed by the new trend in technology. Genius isn’t created in a vacuum and this trend is shifting to more collaborative approaches. This type of problem solving seeks to better understand context, facilitate access to ideas, more nimbly respond to changes, and expedite the entire process.
There are two types of safety within communities: Actual: How secure a place actually is. Perceived: Mitigates people’s stress within the urban environment. Perceived safety includes elements like improved visability through wayfinding, legibility of public spaces, visibility in and around spaces, and lighting.
PEOPLE
STRATEGIC CITIES GUIDE | CONCEPT LENS | 25
CONCEPT LENS “That’s what particularly bothers me today, the arbitrariness and thoughtlessness with which many things are produced and brought to market. Not only in the sector of consumer goods, but also in architecture, in advertising. We have too many unnecessary things everywhere.”
DIETER RAMS
MATERIALS Vive La Revolution The term, “they don’t make ‘em like they used to” applies to everything from iPhones to cars to sidewalks. In the last 10-15 years, the cumulative demand of natural resources, raw materials, and energy from nascent markets and developing areas as well as increased planned obsolescence of consumer products have negated the price and efficiency gains of those assets from the entire previous 100 years.4 Throughout history, fears of societal collapse or similar demise have always led to collective triumphs. Interestingly, during the historic revolutions that humankind has previously experienced, most notably the Industrial Revolution (1760-1840), two common attributes have always supported growth: new technology and new inexpensive supply.5 In other words, increasing demand has always coincided with an ever increasing resource stream and an ever efficient method for processing or acquiring that supply. At the same time, those assets are becoming increasingly correlated, leading to more dependent prices. The implications of such insatiable consumption are numerous and among the most discussed topics of this age: climate change, over population, access to clean water, industrial farming, etc. For the United States, plentiful resources have led to unprecedented development and a meteoric rise as a world leader. This hegemony has been met with accountability, both to the health and welfare of its citizens as well as the rest of the world. At the same time, defined as “the land of opportunity”, there is a strong desire to evolve to maintain that status; see the recent trends of an increased use of the innovation lexicon. Given the strain on current world resources and the insecurity of their future price and availability, a country-wide digestible and deliberate strategy becomes more imperative to continue the success of previous revolutions. More specifically, this means that the burden of leadership is both self-induced and necessary to establish a sustainable world economic and environmental ecosystem. This strategy begins with establishing a value and performance based evaluation system.
THE TROYER GROUP
DESIGN FOR PLANNED OBSOLESCENCE LOCAL
CUTS DOWN ON EXTENSIVE TRANSPORTATION ENERGY COSTS AND BENEFITS LOCAL ECONOMY.
RECYCLING + UPCYCLING
RECOVERS EMBODIED ENERGY IN MATERIALS WITH MINIMAL PROCESS ENERGY.
REDEFINE WASTE
THE EMBODIED ENERGY IN WHAT WE HAVE PREVIOUSLY DEFINED AS WASTE, CAN AND SHOULD BE CAPTURED.
MATERIALS
If you have ever heard someone thoughtfully reminisce, “It was a simpler time,” they may be referring to the amount of stuff society produces and consumes. A fast evolving world and an increasing desire to produce things faster and more cheaply drives this concept of “planned obsolescence”. Simply defined this refers to the concept/policy of planning or designing with purposeful limitations on life span or usefulness. The roots of the concept begin with the American auto industry, which had at the time, saturated the market. It was proposed by Alfred Sloan of General Motors to create annual model-year design to persuade auto owners to upgrade. The far reaching effects of such a tactic infiltrate product design and development across many sectors. Planned Obsolescence, while credited with increasing the pace of innovation and forcing competative advancement, also toys with the pyschological desires of consumers and the public in general. It has also created a low investment culture that generates a disproportionate amount of waste. Clearly, with resource scarcity and issues with available land, a value based transition in collective thinking will have dramatic benefits. These benefits impact everything from supply and asset availability to overall economic stability.
STRATEGIC CITIES GUIDE | CONCEPT LENS | 27
“Energy efficiency the largest, cheapest, safest, cleanest, fastest way to provide energy services.”
AMORY LOVINS
The Energy Economy According to a recent report by the McKinsey Global Institute detailing actions that could be taken to meet the planet’s bourgeoning resource needs, 15 opportunities represent over 70% of the potential resource improvements as determined by prospective economic benefit.4 This means that while there are thousands of different tactics to employ, those opportunities, including building energy improvements and food waste reductions, are where municipalities should focus their attention. Often, the overwhelming number of strategies creates too much friction to actually create any lasting change. This is precisely why it is imperative to not only demonstrate the social and environmental benefits of these strategies, but to focus our attention to such a short list so that we can create significant economic gain as well. Emerging from the recent economic recession, cities throughout the United States are philosophically attuned to ecofriendly initiatives, but they remain fiscally conservative. If being “green” continues to lack measurable performance benefits, implementing sustainable solutions will continue to be challenging. With that in mind, to differentiate energy and effectively assess the
ENERGY
Strategically implementing building efficiency measures, fuel conservation planning, renewable energy, municipal regulation, as well as changing waste management paradigms will not only impact cities carbon footprint and overall ecologic health, but the economic gain will be substantial.
impact of energy efficiency on cities, a valuation process, which would evaluate the economic significance associated with energy consumption, is necessary. That is, we need to convert the energy conversation to a universal language we all understand: dollar signs. Straight cost analysis is one component. This includes elements like consumption cost, demand cost, occupant cost (training and use), and tariff costs. However, the new model should also incorporate collateral cost effects like maintenance; type of equipment (vehicles, lighting fixtures, motors); hours of operation and time of day - which plays into demand charges; appropriate tariff charges (the rates we pay for specific types of usage); and crisis management costs (our resiliency and ability to respond to challenges). While each element dynamically impacts the economics of energy consumption, they all systemically reflect energy consumption and cost. The evolving energy conversation taking place around the world presents significant opportunities for both large and small communities. Energy and sustainability related jobs represent a growing sector in the world economy; an encouraging sign for those communities still emerging from post-recession effects. Because the Midwest still has an abundance of natural resources available, like water and access to cheap energy, cities throughout the region are poised to become globally relevant in the contemporary resource revolution. But this is a cautionary tale. What is the cost of such an increased role in the global conversation? What is the impact on the other metrics essential to community success: social wellbeing and the environment? Perhaps most important is to ask ourselves the question: what is the cost of doing nothing?
TROYER GROUP | Together, We Will.
LANDUSE
Addresses issues like urban agriculture, urban forest and biodiversity, and brownfield remediation
BUILDING EFFICIENCY
Building envelope and equipment upgrades, deferred maintenance and building lifecycle costs, gas and electricity tariff strategies and monitoring, new construction basic guidelines, building management/monitoring and continuous commissioning, occupant optimization
RENEWABLE ENERGY
Solar, wind, hydroelectric and the obvious considerations, but also geothermal and cogeneration/ polygeneration (CCHP).
MUNICIPAL REGULATION
RECYCLING AND WASTE MANAGEMENT
There is much embodied energy in the different waste streams cities manage. Redefining waste and purposefully capturing that potential can turn cost centers into profit centers.
TRANSPORTATION EFFICIENCY
A Fuel Conservation Strategy includes fuel source security and stability, fuel cost and vehicle cost analysis, operational efficiency measures, as well as environmental implications. Also imperative to address are pedestrian amenity access (quantity and quality), and public transit network coverage and reliability
THE TROYER GROUP
A city’s vision of energy efficiency should permeate every aspect of infrastructure, standard operating procedures, and public visage, which cannot come to any realization without integration into large and small projects and long term planning. Regulatory updates to municipal code of ordinances and to typical expansion/new project practices ensures long term, citywide success in energy management.
CONCEPT LENS
MOBILITY
Since the beginning, automobiles have had a dramatic impact on cities. At the center of this impact is the relationship that pedestrians and vehicles find themselves in. Vehicular transportation systems often conflict with pedestrian systems, especially where they intersect. As cars have become more pervasive, their impact has become more and more entangled with our daily lives. Looking through the lens of mobility address those intersections, as well as issues of accessibility, landuse, and health.
THE TROYER GROUP
THE HIGH COST OF DRIVING - Implications To All Facets Of Health - Trips Vs Traffic - Large Amount Of Civic Real Estate
THE STREET ECOSYSTEM In solving traffic issues, programs that prioritize economic development, revitalization, aesthetics, as well as pedestrian comfort and safety, through basic infrastructure changes that influence driver behavior, result in intense redevelopment activity.
TRANSIT ORIENTED DEVELOPMENTS A mixed use area that maximizes access to multimodal transportation options. This type of development serves as a node for collecting people, distributing information, and providing efficient access to locations. The aim of a transit oriented development (TOD) is to reduce automobile dependancy, thereby increasing opportunities for physical activity and spurring local economies. Many cities around the world are implementing TOD policies to facilitate more pedestrian vibrancy and reduce the overall demand of roadways on civic
SAFETY - Accessibility - Legibility And Wayfinding - Lighting - Complexity/Clarity - Visual Openness - Orientation - Physical Protection - Boundaries
PEDESTRIAN ACCOMODATIONS There are a variety of tools to increase the level of comfort of pedestrians in urban environments, from curb extensions to central planters in streets. Challenging the conventional expectation that roadway simply belongs to vehicles helps rediscover public space and creates new opportunities for efficiency.
William H. Whyte
“The street is the river of life of the city, the place where we come together, the pathway to the center.” COVERAGE IS KEY In determining metrics to the success of implementing pedestrian systems, it’s the quality of the connections and access that are most important. You can have all the miles of bike lanes and trails in the world, if people can’t get there and the paths don’t connect to anything, no one will use them.
MOBILITY STRATEGIC CITIES GUIDE | CONCEPT LENS | 31
CONCEPT LENS
ECONOMY
Many projects have intrinsic or implied value, most could do a better job focusing on economic development and performance value. Looking through the lens of economy, projects are enabled to include many other important needs, and see their full potential to come to fruition.
PARADIGM SHIFT
FIRST COST TO LIFE CYCLE COST ANALYSIS “You pay for what you get.” If decisions are based only on initial cost, quality suffers. Cities have lived by the first cost model for decades incurring collateral costs as projects age. Including a life cycle cost analysis into project planning can not only serve as a key decision making tool, but it could save thousands of dollars over the lifespan of projects.
“A positive, optimistic, and collaborative culture is the most important platform on which the civic economy can emerge and grow.” Compendium For A Civic Economy
ECONOMY Life cycle cost analysis, developing an investment perspective, utilizing performance metrics, and adopting a predictive management model proactively engage civic economies and allow for innovative solutions to emerge to persistent municipal problems. These four tools enable people to better evaluate cities through the lens of economy. THE TROYER GROUP
INVESTMENT PERSPECTIVE
THE ROAD TO GREATER EFFICIENCY LIES IN A CHANGE OF PERSPECTIVE Looking at expenses as “the cost of doing business” results in a less engaged managment system. Viewing costs, like energy, as an investment result in long term evaluation of performance and come with the phase “return”.
CRISIS MANAGEMENT MODELS
RESPONDING TO ADVERSITY
Deferring decision making to a crisis occurence leads financial instability and can create systemic issues if there’s an inability to act immediately. Moving to Preventive management models involves more planning and is more purposeful with future investment dollars. One step further, Predictive management models are actively engaged in future planning and evaluating the potential of a crisis.
PERFORMANCE METRICS EVALUATING SUCCESS
Key performance indicators, help measure activities and performance. Creating metrics from those indicators help guide decision making and can aid in demonstrating value. Criteria should encourage improvement and efficiency and can include elements like safety, time, cost, resources, scope, and quality.
“Economy does not lie in sparing money, but in spending it wisely.” THOMAS HENRY HUXLEY
Economics can be a stumbling block for many projects. Unfortunately, the right tools to measure total cost are rarely utilized and have far reaching collateral damages like public health, efficiency, and economic development. Cost is often used as a justification for not moving forward, but what exactly is the cost of doing nothing? What’s the risk of maintaining the status quo. We can do better. These four tools - life cycle cost, investment perspective, performance metrics, and crisis management - for evaluating the micro economies of projects and the macro economies of cities help guide stratetic planning and lead to a more successful future.
STRATEGIC CITIES GUIDE | CONCEPT LENS | 33
CONCEPT LENS Scale deals with the relative size and spatial relationship of objects within a given place. The implied meaning of that place is defined by the users perception and experience which plays a vital role in the success of that place. Looking at cities through the lens of scale deals with defining appropriate space around and between objects (buildings, site furniture, lighting, and landscaping) to improve engagement and activity, as well as improving the perception of safety and function.
THE TROYER GROUP
SCALE EXPERIENCE OF SPACE
THE ROAD TO GREATER EFFICIENCY LIES IN A CHANGE OF PERSPECTIVE How do people experience cities? The success of that experience and the juxtaposition of conflicting systems plays an important role in whether or not people feel attached to a city or not. Making people more confortable in a city isn’t limited to amenities. Distance and connectivity, clarity of space, and perception are all controlled by scale.
PROGRAMMING
PROPER DELINATION OF ELEMENTS AND ACTIVITIES Appropriate programming is hard. Especially if you’re dealing with limited space and there’s a lot that you want to do. But the amount of things going on can limit the success of spaces. Ultimately, people’s experience of space and their long term opinion of that space is determined if it is set-up for the right uses or not.
“The human backside is a dimension architects seem to have forgotten.” WILLIAM H. WHYTE
“You have to ask yourself what scale do you want people to experience a city: a pedestrian / human scale or the scale of a vehicle. Before deciding, you have ask what’s the risk of one choice or another. Those dimensions are how cities live and die.”
SCALE Create focus by framing views, setting elements at appropriate heights, utilizing predictable distances to amenities, and reducing visual clutter where needed.
STRATEGIC CITIES GUIDE | CONCEPT LENS | 35
NEXT STEPS: Implementation Awareness and Communication
Much effort goes into planning cities and writing the policies that govern their strategic direction. Awareness efforts seek to raise the level of understanding of various groups involved in municipal advancement, including professional service contractors and consultants. Public Outreach The Strategic Cities Team has a constantly evolving library of materials to let your community know that you’re making it more strategic. Please view the website: strategiccities.com for more information. Education Sessions Workshops: The primary goal is to develop a higher compentency on any given topic Presentations: These are aimed at introducing ideas and generating buzz Partnerships Developing collaborative relationships is key to not only creating a broader awareness, but also in developing more innovative solutions.
Needs
Agreeing with the principles outlined in this guide does not always translate to knowing where to start. Developing an inventory and analysis of resources and assets influences future decision making and ensures the best investment.
Inventory and Analysis Facility/Asset Audits: Energy, People, Materials, etc. Context Analysis: Anthropologic and Environmental Study
Tactics
Respond to the strengths and weaknesses identified in the Needs Category by seizing opportunities and solving threats. Because these tactics specifically respond to actually needs Community Engagement Tactics Idea Salon / 100 Ideas Project Project Development Innovation Planning Comprehensive Plans Framework / Strategic Plans Master Plans Branding
Projects
Implementing ideas and potential projects identified in the Tactics Category, this is key in taking abstract ideas and turning them into concrete plans (often literally).
STRATEGIC CITIES GUIDE | NEXT STEPS | 37
NEXT STEPS
TOWARD A BRIGHT FUTURE Conclusions We believe in cities. We believe in the creative capacity of communities and their engaged, empowered citizens. Amongst the diverse lenses to explore cities presented in this guide, the shared vision is in the creation of more successful, more strategic cities. In harnessing the capacity of community, we can create positive change across all sectors of society. It is important to acknowledge the human factor of cities and towns. There is much demand on people’s lives and the social, political, and economic factors heavily influence future projects and growth. While many places still feel the sting of uncertainty, let this guide serve as a launch pad for finding innovative solutions to long standing problems. Certainly, the nexus of entrepreneurship and civic action and education and policy create an ecosystem that will drive social, environmental, and economic success. It is toward that success, toward a bright future, that we all strive to attain. After reading this guide, let it be with more purpose and most importantly, with more hope.
THE TROYER GROUP
It comes down to people and their experiences. This is the crux of what we do at the Troyer Group. In focusing on people, we provide solutions that create economic, social, and environmental value; Working with you to achieve your vision.
TOGETHER, WE WILL.Â
NEXT STEPS
REFERENCES Cited Sources These documents were cited throughout the Strategic Cities Guide and were chosen primarily because of their influential thinking. 1. Booth, Philip, and Margo Huxley. “1909 and all that: Reflections on the Housing, Town Planning, etc. Act 1909.” Planning Perspectives 27.2 (2012): 267-83. Print. 2. Daniels, Thomas L. Department of City and Regional Planning,University of Pennsylvania, and Thomas Daniels. “A Trail Across Time: American Environmental Planning from City Beautiful to Sustainability.” Journal of the American Planning Association 75.2 (2009): 178-92. Print. 3. “The Ecological Landscapes of Jane Jacobs and Rachel Carson.” American Quarterly 61.4 (2009): 905-29. Print. 4. Heck, Stefan, and Matt Rogers. “Are You Ready for the Resource Revolution?” McKinsey & Company. McKinsey Quarterly, Mar. 2014. Web. 21 July 2014. <http://www. mckinsey.com/insights/sustainability/are_you_ready_for_the_ resource_revolution>. 5. History.com Staff. “Industrial Revolution.” History.com. A&E Television Networks, 2009. Web. 19 July 2014. <http://www. history.com/topics/industrial-revolution>. 6. Jacobs, Allan. “Toward an Urban Design Manifesto.” Journal of the American Planning Association 53.1 (1987): 112. Print. 7. Neirotti, Paolo, et al. “Current Trends in Smart City Initiatives: Some Stylised Facts.” Cities 38.0 (2014): 25-36. Print. 8. Southworth, Michael. “New Urbanism and the American Metropolis.” Built Environment (1978-) 29.3, New Urbanism (2003): 210-26. Print.
THE TROYER GROUP
Influential Resources These documents strongly influenced the planning and organization of the Strategic Cities Guide. Their progressive outlook on the future success of municipalities inspired the inital conversations and guided the focus of the guide. 1. Chicago Placemaking Guide 2. Compedium For A Civic Economy 3. Enabling City 2010-13 4. Landscapes in History: Design and Planning in the Eastern and Western Traditions 5 Minneapolis Creative Vitality Index Report 6. Open Streets Guide 7. Portland Plan Handbook 2009 8. Tactical Urbanism Manual Volume 2 9. Third Industrial Revolution Nord-Pas de Calais Master Plan Web Resources 1. 100 Ideas Project - 100ideasproject.tumblr.com 2. Engaging Cities - engagingcities.com 3. Next American City - nextcity.org 4. [polis] - thepolisblog.org 5. Social Innovation Exchange - socialinnovationexchange.org 6. Sustainable Cities Collective - sustainablecitiescollective.com 7. â&#x20AC;&#x153;What Makes People Attached to a City?â&#x20AC;?www. minnpost.com/cityscape/2013/05/what-makes-peopleattached-city
Graphics Disclaimer: Please consult the Troyer Group before recreating any images contained in this report for further distribution or commercial use. All other graphics were obtained from various web resources and the Troyer Group has included them for character representation only and has in no way intended to display them as representation of its own design or photographic work. The Troyer Group in no way intends to infringe on copyrights for photos or otherwise. Anyone who feels that any item in these pages may have inadvertently breeched their copyright should contact a representative of the Troyer Group so that appropriate remedial action can be taken.
STRATEGIC CITIES GUIDE | NEXT STEPS | 41