PRODUCT PORTFOLIO - Urban Land Instituteuli.org/.../Product-Porfolio-July-2013Final.pdf1.2 ULI District Council Products Development 101 for Public Officials: Real Estate Financial

ULI Products for District Councils

July 2013

PRODUCT PORTFOLIO

2

ULI District Council Products

Dear District Council Members and Staff,

We are pleased to bring you this Product Portfolio, a summary of replicable products available for use by District Councils to advance the mission of ULI.

The purpose of the Portfolio is to provide with a starting point for accomplishing District Council objectives. For each product, we have provided a one page description of the activity and resourc-es needed. The summaries are designed to permit easy review of the wide range of activities by District Councils. Contact information is provided for follow up.

The products are organized by level of resources needed to implement the product. Please send us examples of your best initiatives, as we update the Portfolio at least once a year.

This Portfolio is not a comprehensive view of everything District Councils do or have done; District Councils are far too entrepreneurial and creative for us to capture all of the outstanding ways that District Councils make a difference in their communities.

We hope this Portfolio and the ULI network of member leaders and staff will help you continue to provide local leadership in the responsible use of land.

Marilee UtterHeidi SweetnamGraham StrohCaroline SullivanIskra MarinovaDeb SydenhamJeff DuFresneDavid KnollPauline HarrisStephanie WasserShannon PatersonShelley LautenTheresa SalmenCindy McSherryKim FantaciLinda HamillMichael LecceseKerry O’NeillAlicia Gaston - CoordinatorJamie Richardson

Katie AndersonAnn TaylorErin BleyDiane KushlanJennifer MillikenCheryl McOskerGail GoldbergStephanie BohAnna HoltzclawJosefina Moises (Fina)Shannon SclafaniCaren DewarRose Faeges-EastonTara HarveyBanu Bungul McKinleyFelix CiampaCarolyn ClarkPamela SteinMara WinokurKelly Mann

DeShawn HeuselPhyllis B. AlzamoraSusan BaltakeHolly MuchnokAbbie ZwickeMary LydonElliot SteinCarla ColemanHeather FoleyAnn SeurerKelly AnnisSusan JezekRobert MillwardJulie PaulEmily StaufferLisa RotherPaula Blaiser

District Council Staff Network

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Products requiring committees of 6 or less members, limited staff time, and budgets less than US$5000

Development 101 for Public Officials • • • •Meet the Mayor Program • • •Emerging Trends in Real Estate® • • • •Annual Infrastructure Report • • • • • •Drop In Programs with Senior Fellows • • • •Branded Speakers Series • • • • •Partnership/Mentorship Forum • • • • •Partnership for Building Reuse • • • •Women’s Leadership Initiative • • • •City Exchange • • • •Social only (Golf Tournament / Skeet Shooting) • • •

Products requiring committees of 6-10 members, staff leadership, and budgets between US$5-15,000

Technical Assistance Programs (TAPs) • • • • • • •Mayoral Forum: Building a Better Mayor • • •Public/Private Sector Workshops • • • • • • •Shark Tank • • • • • •Local/Statewide Product Councils • • • • •Public Officials Workshop • • • • • •YLG Exchange • • • • •

Products requiring committees of 6-10+ members, significant staff leadership and budgets of US$20,000+

Urban Marketplace • • • • • • • •TOD Marketplace • • • • • • •Reality Check • • • • • • • •Regional Competitiveness (RC 2.0) • • • • • • •Centers for Leadership • • • • •ULI Advisory Services Panels • • • • •Regional Council of Mayors • • • • • • •Awards Program: ULI Chicago Vision Awards • • • • • •State/Regional Forums • • • • • • • • • • •

Portfolio Overview

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Table Of Contents1.1 Products requiring committees of 6 or less members, limited staff time, and budgets less

than US$5000

1.2 Development 101 for Public Officials1.3 Meet the Mayor Program 1.4 Emerging Trends in Real Estate®: ULI Drop-in Program1.5 Annual Infrastructure Report: ULI Drop-in Program 1.6 Drop In Programs with Senior Fellows1.7 Branded Speakers Series: Raising the Visibility of ULI1.8 Partnership/Mentorship Forum1.9 Partnership for Building Reuse1.10 Women’s Leadership Initiative1.11 City Exchange1.12 Social only (Golf Tournament / Skeet Shooting)

2.1 Products requiring committees of 6-10 members, staff leadership, and budgets between US$5-15,000

2.2 Technical Assistance Programs (TAPs)2.3 Mayoral Forum: Building a Better Mayor2.4 Public/Private Sector Workshops & Mini-TAPs:2.5 Shark Tank 2.6 Local/Statewide Product Councils2.7 Public Officials Workshop: Navigating the New Normal2.8 Young Leaders Group Exchange

3.1 Products requiring committees of 6-10 members or more, significant staff leadership and budgets of US$20 – 25,000 or more.

3.2 Urban Marketplace3.3 TOD Marketplace3.4 Reality Check 3.5 Regional Competitiveness (RC 2.0)3.6 Centers for Leadership 3.7 ULI Advisory Services Panels3.8 Regional Council of Mayors 3.9 Awards Program: ULI Chicago Vision Awards3.10 State/Regional Forums

4.1 Contacts

4.2 Product Advisors 4.3 ULI Headquarters Staff (July 2013)4.7 ULI District Council Staff in the Field (July 2013)

1.1


Part I: Products for District CouncilsThis section of the Portfolio includes summaries of ULI products that involve committees of 6 or less members, limited staff time, and budgets less than US$5,000.

1.2 Development 101 for Public Officials1.3 Meet the Mayor Program 1.4 Emerging Trends in Real Estate®: ULI Drop-in Program1.5 Annual Infrastructure Report: ULI Drop-in Program 1.6 Drop In Programs with Senior Fellows1.7 Branded Speakers Series: Raising the Visibility of ULI1.8 Partnership/Mentorship Forum1.9 Partnership for Building Reuse1.10 Women’s Leadership Initiative1.11 City Exchange1.12 Social only (Golf Tournament / Skeet Shooting)

1.2


Development 101 for Public Officials: Real Estate Financial Analysis and Public/Private PartnershipsDescription: This is a half-day course for public sector staff and elected officials interested in learning how developers evaluate market opportunities and how government policies influence the private sector’s final decisions about what and when to build. The curriculum typically covers principles of investment, risk and return for investment, the time value of money, cash flow analysis, examples of public/private partnerships, and case studies.

Purpose: The purpose is to offer a convenient, no-cost, nonjudgmental opportunity for public sector staff members to ask questions and get straight answers about how real estate developers make financial investment decisions.

Role of the District Council: ULI staff members coordinate the agenda of and logistics for the class, including advertising, registration, and on-site support. A ULI member offers introductory remarks at each class.

Partners: Presentations are usually delivered by one or two professors from local business schools and/or a local developer. Public agencies and local entities usually participate as partners who encourage their employees or appointed officials to attend.

Budget: The budget is approximately $2,000 if the program is organized at the local level by mem-bers and staff and if the instruction is provided pro bono. This amount includes staff time, costs of venues, food, and handouts. Usually, no registration fee is charged.

Attendance: Per class, approximately 20 to 50 public sector employees and elected or appointed officials from the city, county, region, and state.

Time Frame: Three months’ lead time is needed to develop the curriculum and to secure speakers. One month of lead time is needed to promote the event.

Contacts: Theresa Salmen, Coordinator, ULI Charlotte, [email protected]; Deb Sydenham, Executive Director, ULI Arizona, [email protected]; and Jess Zimbabwe, Executive Director, Rose Center for Public Leadership, [email protected].

1.3


Meet the Mayor Program Description: The Meet the Mayor program is a series of box lunches with mayors of municipalities within a District Council region. Typically, the mayor is invited to meet with a small group of ULI full members at the local city hall. The mayor usually begins the hour-and-a-half discussion with an opening statement/presentation about his or her public agenda; the rest of the time is reserved for informal conversation with the ULI members.

Purpose: The Meet the Mayor program provides opportunities for ULI members to informally discuss land use planning and development issues with the mayor of a city or with another elect-ed official. Elected officials learn about ULI, and ULI members become more informed about the communities in which they are doing business.

Role of the District Council: Members of the ULI District Council committee are usually responsi-ble for arranging the date, time, and location for the lunch. ULI staffers make the arrangements for delivery of the lunches. The announcement about the meeting is sent via e-mail, and participation is on a first-come, first-served basis through online registration.

Partners: No cosponsoring organizations are involved. Cooperation of the mayor’s office is re-quired.

Attendance: Ten to 15 ULI members, the elected official, and sometimes a staff person, the city manager, or the planning director participate.

Budget: The box lunches are conducted at no net cost to the District Council; registration fees cover lunch expenses. There is no charge for the venue, which is almost always a conference room at the city hall. The requirement for staff time is minimal.

Time Frame: A two- to three-month lead time is required.

Contact: Michael Leccese, Executive Director, ULI Colorado, [email protected].

1.4


Emerging Trends in Real Estate ® ULI Drop-in ProgramDescription: Upon request, ULI provides speakers to District Councils for programs that feature Emerging Trends in Real Estate®, an annual trends and forecast publication—including U.S., Europe, and Asia Pacific editions—that provides an outlook on real estate investment and devel-opment trends, real estate finance and capital markets, property sectors, metropolitan areas, and other real estate issues. It is published by ULI and PwC US. The speakers are usually ULI senior fellows or senior vice presidents or representatives of PwC. This program is a “signature” program of ULI and every year attracts very high attendance.

Role of the District Council: District Councils organize events that feature one of the Emerging Trends speakers and a local response panel. The program committee and staff organize the re-sponse panel and other meeting logistics. Sometimes, the District Council couples this program with a dinner or special event for full members to meet privately with the speaker the day before.

Partners: This is usually a ULI event.

Attendance: This event has attracted as many as 600 members.

Budget: The budget for an Emerging Trends program depends on the venue, meals, and number of attendees. District Councils usually charge a registration fee and usually make a net profit. The District Council pays for the travel expenses of the speaker.

Time Frame: A three- to four-month lead time is advisable.

Contacts: Anita Kramer, Vice President Capital Markets & Real Estate, [email protected]; Michael Leccese, Executive Director, ULI Colorado, [email protected].

EmergingTrends inReal Estate®

The Second Act: Optimism Returns

Europe2013

2013Emerging Trends

in Real Estate®

2013Emerging Trends

in Real Estate®

Asia Pacific

2013Emerging Trends

in Real Estate®

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Annual Infrastructure Report ULI Drop-in Program Description: The ULI Infrastructure Initiative Group (located in the main office in Washington, D.C.) sponsors a speaker series from May to August every year for District Councils and other interested parties. The annual ULI Infrastructure Report is the basis of the speaker series. Produced by the Urban Land Institute and Ernst & Young, the report explores infrastructure investment and trends around the world from both national and global perspectives, and provides key insights into the future of infrastructure planning and funding. Based on interviews with infrastructure experts, up-to-date research and analysis, and other sources, the report is full of essential information and insights for any infrastructure or land use professional. ULI speakers and Ernst & Young representatives are available to visit ULI District Councils across the country to discuss findings from the report. Role of District Councils: The ULI Infrastructure Initiative Group invites District Councils to request a ULI or Ernst & Young speaker to attend one of their meetings, usually one of the District Council monthly lunch or breakfast programs. The District Council Programming Committee often selects one of the topics in the ULI Infrastructure Report as a focal point for the program and recruits a response panel of local experts and leaders. ULI Infrastructure Initiative staff members are available to advise on panel speakers and questions.

Partners: Partners are not necessary; however, several District Councils have increased atten-dance by partnering with organizations like the American Society of Civic Engineers (ASCE) or the local chamber of commerce.

Budget: The cost of the program depends on the number in attendance, the venue, and cost of the meals. District Councils are responsible for the speaker’s travel costs. District Councils usually charge a registration fee to attend these meetings.

Time Frame: District Councils are notified in late January or early February about the opportunity to schedule a speaker for a date between May and August of that year.

Contact: Rachel MacCleery, ULI Vice President, Infrastructure Initiative, [email protected].

Infrastructure2013

Global Priorities, Global Insights

Introduction 5

Governments around the world are increas-

ingly turning to public/private partnership

(PPP) and public concession models to help

build and finance infrastructure initiatives.

Large sovereign wealth funds and institutional

investors are tentatively warming to the poten-

tial for reliable returns from infrastructure that

exceed current bond performance and offer

inflation-hedging potential.

But infrastructure investors still worry about

the reliability of government partners, deal

structures, and the long-term viability of some

investments, as evidenced by recent experi-

ence with toll roads in Spain and the United

Kingdom’s reassessment of its PPP programs

and policies. In the end, PPPs and related ap-

proaches are financing tools—taxpayers and

users must still pay the costs.

Population Growth Is Driving Land to Become UrbanProjected Urbanization of the World and Regions

0 1,000 2,000 3,000 4,000 5,000

2030

2010

2000

North America

Africa

South & CentralAmerica

Europe

Asia Pacific

World

Population in Millions

Growth Rate (2010–2030)

40%

17%

86%

20%

6%

46%

Sources: United Nations, World Population Prospects, 2011. Karen C. Set, Burak Guneralp, and Lucy R. Hutyra, “Global forecasts of urban expansion to 2030 and direct impacts on biodiversity and carbon pools,” proceedings of the National Academy of Sciences of the United States of America, Vol. 109, No. 40, 2012.

North America45,628

Africa94,392

South & Central America67,597

Europe29,952

Asia Pacific229,798

Total UrbanizedLand in 2000252,057 sq mi

(652,825 sq km)

New Urban Land2000 –2030

467,367 sq mi(1,210,475 sq km)

6 Infrastructure 2013

Our Urban FutureThe need for infrastructure is becoming even

more pressing as more of the world’s popula-

tion crowds into urban centers. The world’s vast

gateway cities—London, New York, Shanghai,

Singapore, Mumbai, São Paulo, and Mexico City,

among others—concentrate commerce, culture,

businesses, government, universities, and medi-

cal centers. Surrounded by rapidly urbanizing

areas, they generate jobs and wealth.

But in order to function and sustain growth

over the decades ahead, urban areas will re-

quire novel, new-age infrastructure and land

use concepts that can foster mobility, limit con-

gestion and pollution, deliver sufficient supplies

of power and potable water, provide “smart”

communications connectivity, and promote

a desirable quality of life for tens of millions

of people living and working there. In turn,

prosperity for secondary and tertiary cities,

agricultural regions, and manufacturing centers

will depend on ever more time-saving links to

nearby gateways, ports, and distribution hubs.

Among the daunting challenges:

■■ Providing the basics. In many developing

economies, including India, parts of Africa,

and elsewhere, meeting basic human needs

for potable water, wastewater treatment,

and electricity remains a challenge. Despite

its considerable progress in modernization,

China also lags in providing clean water and

municipal and industrial sewage treatment

in much of the country. Lack of this basic

infrastructure holds back economic develop-

ment, increases health problems, and re-

duces life expectancies. Even in the United

States, water shortages are leading to large

investments in new technologies such as

desalinization and the use of new tech-

niques to maintain aquifers and preserve

water tables.

■■ Building multimodal mass transit systems. These include light rail, subways, and bus

rapid transit, through and under densely

populated areas in efficient networks that

connect neighborhoods and commercial

centers to other transport terminals. The

costs can be prohibitive, but the alternative

of car dependence augurs implacable traf-

fic gridlock, as already seen in Beijing and

other sprawling urbanized areas.

■■ converting from coal and oil to less pol-luting, lower greenhouse gas–producing energy sources.—and then complementing

these investments in new facilities with

power grids and pipelines to reach end us-

ers reliably and cost-effectively. Wind and

solar remain heavily dependent on public

A Dallas Area Rapid Transit train crosses a bridge over a freeway, with Dallas in the background.

1.6


Drop In Programs with Senior FellowsDescription: ULI (Georgetown) makes available senior fellows for drop in programs throughout the year to speak on a recent national or global report or initiative. These programs have included Terwilliger Center speakers, CLUE reports and Findings, and others reports as they come out.

Purpose: Drop In Programs are meant to connect ULI’s Global initiatives with local action and im-pacts. They serve to connect local members to the breadth of ULI initiatives, share best practices, bring outside resources to local communities, and spot check global trends with local experiences.

Role of the District Council: The District Council organizes the event by coordinating the mar-keting, registration, and agenda of the event to maximize the impact of the ULI Senior Fellow. This often takes the form of a presentation from the Senior Fellow with a local panel to provide feedback and reactions during a two hour program. This can be coupled with a Leadership dinner or lunch, member’s reception, invitational round table for media or public officials to take advantage of the opportunity.

Member Role: This program is meant to be relatively easy to put together, requiring only minimal involvement from members. With more member involvement a more comprehensive program can be put together. A ULI Member likely introduces the ULI Senior Fellow.

Staff Role: Staff are responsible for coordinating the date of the event with the ULI speaker, event logistics, and marketing.

Partners: This is usually a ULI event.

Attendance: 100 -200

Budget: The budget is highly dependent on the scale of the program. Generally, the District Council is responsible for travel expenses for the Fellow which is approximately $1500. A registration fee is usually charged for the event to defray these costs. Other costs are for marketing, venue, refresh-ments, and the in-house price for copies of relevant reports to sell or give away.

Time Frame: 2-3 months lead time to schedule a fellow.

Contacts: Graham Stroh, Program Director, District Councils Group, [email protected].

What’s the interplay between the internet and “bricks and st icks”? Come to a meeting and f ind out! How much t ime does Gen Y spend dai ly looking at retai l blogs, store sites, etc.? ULI did a national stat ist ical ly accurate study to f ind out. Set up a Program and showcase the outcomes for the study in your community!

Generation Y: Shopping and EntErtainmEnt in thE digital agE

m. leanne lachman and deborah l. Brett

Generation Y thoroughly enjoys shopping and frequently visits most types of centers. However, the challenging corollary is that 18- to 35-year-olds are bored easily, so they’re on the lookout for new excitement—online, in brick-and-mortar settings, and in restaurants. Sensory aspects of retail facilities need to evolve constantly in order to retain young shoppers’ patronage.

Key Findings on gen y’s viewpoint37 percent love shopping, another 48 percent enjoy it, and 12 percent view it as a chore but can cope with it; only 4 percent hate to shop.

Half the men and 70 percent of the women consider shopping a form of entertainment and something to share with friends and family. Importantly, that is an aspect of shopping that cannot be replicated easily online—though pinterest.com, Skype, and social media are encroaching on face-to-face interactions. More Hispanics than non-Hispanics love shopping, as do more blacks than whites.

At the same time, though, 91 percent of Gen Y made online purchases over the previous six months, and 45 percent spend more than an hour per day looking at retail-oriented websites. They are researching products, comparing prices, envisioning how clothing or accessories would look on them, or responding to flash sales or coupon offers. In terms of

actual purchasing, stores still dominate; but Gen-Yers are multichannel shoppers.

Gen-Yers are big fans of eating out: 46 percent dine at least weekly with friends or family outside their homes; one-quarter do so several times each week, with dinner being slightly more popular than lunch. Many are serious foodies, and 25 percent say they grocery shop more than once a week; another 40 percent shop weekly for groceries. Survey details will be of interest to many real estate owners, operators, and developers, who will see implications for their properties.

Generation Y: Shopping and EntErtainmEnt in thE digital agE

m. leanne lachman and deborah l. Brett

A N e w R e p o r t O n R e t a i lA v a i l a b l e N o w !

1

generation Y:Shopping and EntErtainmEnt

in thE digital agE

Generation Y: Shopping and Entertainment in the digital ageGreat news for retail real estate owners: Generation Y thoroughly enjoys shopping and frequently visits most types of centers. However, the challenging corollary is that 18- to 35-year-olds are bored easily, so they’re on the lookout for new excitement—online, in brick-and-mortar settings, and in restaurants. Sensory aspects of retail facilities need to evolve constantly in order to retain young shoppers’ patronage.

In January 2013, ULI and Lachman Associates conducted a nationally representative online survey of 1,251 Gen-Yers to gauge their retail, dining, and entertainment preferences.1 The survey design reflects the results of a focus group conducted at Columbia University’s Graduate School of Business in Manhattan, as well as a search of the literature on Gen Y’s shopping habits and free-time activities. The two-page spread (figure 2) that begins on page 2 illustrates the survey respondents’ demographics, and detailed findings are presented in the body of this monograph. This section addresses real estate implications of the survey results.

Key FindingsFigure 1 breaks down Gen Y’s viewpoint: 37 percent love shopping, another 48 percent enjoy it, and 12 percent view it as a chore but can cope with it; only 4 percent hate to shop. Half the men and 70 percent of the women consider shopping a form of entertainment and something to share with friends and family. Importantly, that is an aspect of shopping that

FigUrE 1: attitudes about Shopping

love to shop

Shop when necessary, and

i enjoy it

Shopping is a necessary chore; i can deal with it hate shopping

total sample 37% 48% 12% 4%

Men 29% 51% 15% 5%

Women 44% 45% 9% 3%

Hispanic 44% 45% 8% 3%

Non-Hispanic 35% 48% 12% 4%

White 33% 50% 12% 5%

Black 55% 34% 8% 3%

Other1 32% 50% 17% 1%

Sample size: 1,251. Source: ULI/Lachman Associates Survey, January 2013.Note: Totals may not add up to 100 percent because of rounding.1. Other includes Asians, Native Americans, Pacific Islanders, and people who identify themselves as biracial

or multiracial.

Potential District

Council Program

great news For retail real estate owners:

America in 2013A ULI Survey of Views on Housing, Transportation, and Community

FED

ERAL

REA

LTY

INVE

STM

ENT

TRUS

T

N e w R e p o r t a n d V i d e o A v a i l a b l e N o w

Potential District

Council Program

America in 2013: A ULI Survey of Views on Housing, Transportation and Community

The resul ts o f the survey provide an impor tant benchmark on Amer ican a t t i tudes and expecta t ions around communi ty choices. The survey f inds tha t compact development appeals to a robust cross-sect ion o f the Amer ican publ ic . These a t t r ibutes resonate especia l ly wi th some of the fas tes t growing segments o f the U.S. popula t ion, inc luding Gen Y and renters .

America is a diverse nation and our story is ever evolving. How we feel and what we value about the communities we live in is changing too. ULI’s Infrastructure Initiative and Terwilliger Center for Housing set out to discover where America stands in 2013 when it comes to views on housing, transportation and community. In partnership with Belden Russonello Strategists LLC, a nationally recognized survey and communications firm, ULI conducted a statistically representative survey of 1,202 adults living in the United States.

Key FIndIngs: CompaCT developmenT appeals To many amerICans

Despite showing generally positive feelings about rural living, the survey results on closer review indicate that there are aspects of mixed-use communities that appeal to a large percentage of Americans. More than half of Americans prefer

neighborhoods that are close to shops, have a mix of incomes, and have public transportation.

Neighborhoods that are close to a mix of shops, restaurants, and offices are especially appealing to African Americans (75%), members of generation Y (62%), single people (60%), renters (60%), and college graduates (60%).

What We Value

61%

53%

52%

51%

48%

Shorter commute but smaller home

Close to shops, restaurants, and offices

Mix of incomes

Available public transportation

Mix of homes

Percentage Indicating a Preference for These Community Attributes

WHaT We valueDespite showing generally positive feelings about rural living, the survey results on closer review indicate that there are aspects of mixed-use communities that appeal to a large percentage of Americans. More than half of Americans prefer neighborhoods that are close to shops, have a mix of incomes, and have public transportation.

Neighborhoods that are close to a mix of shops, restaurants, and offices are especially appealing to African Americans (75%),

HosT an AmericA in 2013 program• Is your region bui ld ing the k inds o f development tha t Amer icans desi re?

• What do your local exper ts th ink the impl ica t ions for decis ion-making in your region are?

• Use the 5 minute video summarizing the report or request a speaker from Georgetown to lead a discussion.

• Faci l i ta te ins ights and reac t ions f rom developers , publ ic sec tor leaders , and others .

Despite showing generally positive feelings about rural living, the survey results on closer review indicate that there are aspects of mixed-use communities that appeal to a large percentage of Americans. More than half of Americans prefer

neighborhoods that are close to shops, have a mix of incomes, and have public transportation.

Neighborhoods that are close to a mix of shops, restaurants, and offices are especially appealing to African Americans (75%), members of generation Y (62%), single people (60%), renters (60%), and college graduates (60%).

What We Value

61%

53%

52%

51%

48%

Shorter commute but smaller home

Close to shops, restaurants, and offices

Mix of incomes

Available public transportation

Mix of homes

Percentage Indicating a Preference for These Community Attributes

members of generation Y (62%), single people (60%), renters (60%), and college graduates (60%).

Compact development also resonates with a broad range of Americans. Moreover, many Americans express a willingness to have a shorter commute even if it means a smaller home.

1.7


Branded Speakers Series: Raising the Visibility of ULIDescription: The District Council partners with the city or public agency to put on a yearlong speaker series on a topic of interest to ULI. The purpose of the speaker series is to inform leaders from the public, private, and nonprofit sectors of the real estate industry about best practices for addressing a development issue. Experience shows that a speaker series is a good first step toward branding ULI as the “go-to resource” on land use issues. Examples include:

ULI Seattle partnered with the city housing authority on a four-part series, “Housing Our Future,” designed to educate community leaders about the need for workforce housing: (1) Why Workforce Housing Matters; (2) The Housing Affordability Gap—Causes, Responses, and Long-Term Implica-tions; (3) Employer-Assisted Housing for a Competitive Workforce; and (4) What Business Leaders Need to Know.

ULI Richmond partnered with local universities and the chamber of commerce on a three-part program about the need to “think regionally and act locally”: (1) Do We Need a Regional Housing Policy?; (2) Do We Need a Regional Land Use Policy?; and (3) Do We Need a Regional Transporta-tion Policy?.

ULI Columbus built a year long program around “City 2050” an the challenges facing Columbus.

Role of the District Council: Members of District Council committees are responsible for choosing the topics, identifying partners, and securing the moderators and speakers. Staff helps with ar-rangements, marketing, and meeting setup.

Partners: Local universities, city planning departments and economic development authorities.

Attendance: Fifty to 200 ULI members and community leaders.

Budget: The size of the budget depends primarily on the number of attendees, and the cost, if any, of speakers. Registration fees are set, at a minimum, to cover direct costs and staff time, to the extent possible. Very often, staff secures a sponsor or a free venue.

Time Frame: The objective is to brand three or four programs at the beginning of a nine- to 12-month period. Planning with partners begins approximately three months prior.

Contact: Kelly Mann, Executive Director, ULI Northwest, [email protected]; Abbie Zwicke, Coordinator, ULI Richmond, [email protected]. Alicia Gaston, Coordinator, ULI Columbus, [email protected]

Creating Blueprints for Change2050

1.8


Partnership/Mentorship ForumDescription: A Partnership Forum is a mentor program that connects groups of 6-8 Young Leader Group members with a senior level real estate professional who is a ULI full member with experi-ence on a ULI Product Council. The group represents the different professions that make up ULI membership and minimize professional conflicts. The group meets 6-8 times over the course of the year. Each group decides the topics and locations for their meetings. An extension of the program is the Regional Partnership Forum (rPF) which was developed by ULI Triangle, Charlotte and South Carolina District Councils. Each Regional Partnership Forum consists of seven to ten participants from each of the regions participating. Each region is responsible for recruiting a local mentor and hosting one three hour meeting within their local District Council for all of the rPF groups.

Purpose: A Partnership Forum provides an ongoing opportunity to share and discuss with a group of peers the issues that real estate professionals face. It is a good example of the networking benefits available through ULI membership. This is a great way to engage full members in District Council activities and provide a way for members to give back to the profession.

Role of the District Council: District Council Staff manage the application process and set up of the program. Most of the recruitment of mentors and operation is handled by the Young Leader coordinator and Lead Member Mentor. Once the group gets going they should be self-sufficient.

Attendance: The size of each partnership forum varies. It can be one mentor serving 6-8 person groups. Some District Councils have as many as 10 mentors a year.

Budget: The Partnership Forum is a benefit for the Young Leader network. District Councils don’t charge a fee for participation. Costs for the program are minimal and should only include the cost of emailing or mailing the announcement. Some District Councils host a reception for all partic-ipants either as a kick-off to the program or as a closing celebration. Those events are typically sponsored or built into the District Council budget.

Time Frame: 2 months to set up, then program runs through the year

Contacts: Lisa Rother, Executive Director, ULI Washington, [email protected]; Julie Paul, Execu-tive Director, ULI Triangle, [email protected].

1.9


Partnership for Building ReuseDescription: The Partnership is an initiative between the National Trust for Historic Preservation (NTHP) and ULI District Councils. The first initiative between NTHP and ULI Los Angeles involved three large stakeholder meetings and smaller advisory panels. The three stakeholder meetings were invitation only and included panel presentation and Q&A. The smaller advisory panels were made up of ULI Los Angeles members who were passionate and had experience with reuse in L.A.. This was a pilot program with the expectation that it would be implemented by other District Coun-cils going forward.

Purpose: The National Trust for Historic Preservation’s Preservation Green Lab launched this part-nership with ULI Los Angeles to identify and address obstacles to building reuse in major U.S. cities and to develop recommendations for solutions to overcome them.

Role of the District Council: The District Council organized 3 events, speakers, room, and food, and managed the identification of Stakeholders and recruitment to the Partnership. There were two groups of stakeholders, the larger group that encompassed public officials, advocates, and citizens interested in reuse and developers (including ULI members) and the smaller advisory group of ULI members who are active in building reuse.

Partners: NTHP is the major partner in this initiative. NTHP brought staff time to the project and expertise. In L.A., the District Council also partnered with the City, the local conservancy, and the downtown association to build the stakeholder groups necessary for the program.

Attendance: The three major discussion events were invitation only approximately 40 people at-tended each meeting.

Budget: The cost to ULI Los Angeles was approximately $5000, mostly for expenses related to the three events. However, the National Trust for Historic Preservations covered facilitation expenses at the events, tasked a staff member full time to the project, and supported the writing the report. It is unclear how future expenses for partnerships in other cities after this pilot will be shared.

Time Frame: 3-4 months discussion about the partnership, and 9-12 months creating the process and conducting the stake holder discussions with some overlap between the two

Contacts: Gail Goldberg, Executive Director, ULI Los Angeles, [email protected].

1.10


Women’s Leadership InitiativeDescription: ULI’s Women’s Leadership Initiative (WLI) encourages organization of networks for women in the real estate profession at the District Council level. The local WLIs organize programs that are of particular interest, sponsor studies of women in real estate, create speakers bureaus, and establish mentorship programs.

Purpose: The mission of the WLI is to raise the visibility and number of women leaders in ULI and promote the advancement of women, throughout their careers, as leaders in the real estate indus-try. Further, the purpose is to expand the number of women who are active ULI Full members, and support the development of young women members as leaders in ULI and in their professions.

Role of the District Council: Generally a WLI committee of 6-8 members takes responsibility for developing local programs for the District Council that recognizes women in the community. ULI Staff provide logistical support for programs and regular committee meetings.

Attendance: 6-10 attending committee meetings. 50 -100 attend events.

Budget: Minimal budget to support the Initiative itself, while specific programs that are created may have expenses.

Time Frame: WLI can take a few months to launch, however it is a year round program.

Contact: Gail Goldberg, Executive Director, ULI Los Angeles, [email protected].; ulie Paul, Executive Director, ULI Triangle, [email protected]; and Susan Baltake, Executive Director, ULI Phil-adelphia, [email protected].

1.11


City ExchangeDescription: City Exchange is a 1 to 2 day trip by ULI members to another city, hosted by the local District Council. The agenda usually includes a variety of events including, mobile tours of projects with lead developers, programming with public officials, and lunch in a unique location, all selected to highlight local emerging trends in real estate development. A recent example is the North East Corridor Exchange organized by 5 District Councils for 50 members. The opportunity to meet mem-bers from different cities was part of the draw.

Purpose: The purpose is to provide members with a special opportunity to compare and contrast market circumstances in different cities. Presentations focus on the history of the development of new submarkets, key aspects of public/private partnership, and highlights of the competitive niche as it has evolved. City Exchanges also provide District Councils with a way to offer valuable mem-ber only educational and networking benefits.

Role of the District Council: Staff from the host city manages logistics for the event, and works with a committee made up of members from each participating District Council responsible for identifying presenters during the Exchange. Participating District Councils all work to market the event to their membership.

Partners: Regional District Councils

Budget: Usually less than $2500, expenses can be covered by registration fees.

Attendance: 30–50 ULI members.

Time Frame: Three – four months’ lead time is needed to identify host city, market and develop presentations with member committee

Contacts: Lisa Rother, Executive Director, ULI Washington, [email protected]; Shannon Sclafani, Manager, ULI Michigan, [email protected]

• Adaptive reuse of a former Navy Yard industrial bldg. • 28,500 SF of street-level retail; outdoor seating • 11,500 SF of mezzanine loft office space • Opening soon: Bluejacket craft brewery, Buzz Bakery, Nando’s Peri-Peri, 100 Montaditos, Willie’s Brew & Que; • Already open: Wells Dry Cleaner

The Boilermaker Shops

2013 MASTER PLAN UPDATE – SITE PLAN

Updated Districts

Hunter’s Point

1950+ Boston’s Parking Lot

1.12


Social only (Golf Tournament / Skeet Shooting)Description: A social only program is an event where no educational program is conducted. Ex-amples include skeet shooting in Houston, a golf tournament in San Antonio, and a holiday party in Washington DC. Branded as a ULI event, these events are often member only events, fund-raisers, or holiday party networking. Even though there is no official educational/tour component, these are still good opportunities for members to invite friends and colleagues, so a short program about your District Council and ULI should be included.

Purpose: District Councils usually have a purpose for the event beyond simply networking. For example the skeet shooting raises money for a ULI program or for scholarships for Young Leaders to attend a leadership program.

Role of the District Council: District Council staff members work together to schedule and market the event to local membership and recruit sponsorship.

Partners: Generally this type of an event does not have partners.

Attendance: 150-200

Budget: $2500-5000. The goal of this program is to make money so the budget should be geared towards reducing expenses, however rental fees, buses, and food all will have to be considered. This is also good opportunity for Sponsors to shine.

Time Frame: 5 months

Contacts: Ann Taylor, Executive Director, ULI Houston, [email protected].

The ULI Sporting Clays Classic raises money for Graduate Real Estate Scholarships

2.1


Part II: Products for District CouncilsThis Section of the Portfolio includes summaries of ULI products that involve committees of 6- 10 members, staff leadership, and/or budgets of US$5,000- 15,000.

2.2 Technical Assistance Programs (TAPs)2.3 Mayoral Forum: Building a Better Mayor2.4 Public/Private Sector Workshops & Mini-TAPs:2.5 Shark Tank 2.6 Local/Statewide Product Councils2.7 Public Officials Workshop: Navigating the New Normal2.8 Young Leaders Group Exchange

2.2


Technical Assistance Programs (TAPs)Description: This fee based service provides the market based expertise of ULI members to cities, developers and other organizations that need objective analysis and advice on how to solve diffi-cult development problems. TAPs are typically one and a half day sessions where multidisciplinary teams of 5 -8 real estate development professionals tour the site under review, interview local stakeholders, and meet to develop recommendations that are presented publicly at the end of the session and in a follow up report.

Role of District Council: Typically, a District Council TAP Committee of 4- 8 members is responsi-ble for marketing TAP services to local entities and recruiting a team of ULI members with expertise to serve on each TAP assignment. Staff usually finalize the contract, work with the local entity to set up a site tour and stakeholder interviews and serve as the liaison between the TAP members and the local entity. Staff oversee the write-up of the final report, services often provided by a contractor for $1500- 2500.

Budget: District Councils usually provide TAPs for a fee, ranging from US$3,000 – $25,000. The cost of a TAP ranges from US$2,000 - $6,000. Budget includes cost of a dinner, light breakfast and lunch for the TAP committee, cost of the report writer, cost of printing the report, and staff time. The local entity usually provides the transportation necessary to tour the site, prepares the briefing book and provides the meeting space.

Examples of Local Entities Requesting TAPs: Planning Departments, Mayor’s Offices, Economic Development Offices, Regional Transit Authorities, Housing Agencies, nonprofit real estate developers

Time Frame: The TAP agenda takes place over a day and a half program. Once a “sponsor” has signed a TAP contract, it takes a committee two to four months to make the logistical arrangements, find the appropriate panel members and give the “sponsor” time to prepare the briefing book for the panel.

Contact: Cindy McSherry, Coordinator, ULI Chicago, [email protected]; Tom Eitler, ULI Vice President, [email protected].

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Clarkston, Georgia March 7- 8, 2013 Strategies for Improving the Economic Competitiveness of Clarkston’s Downtown

A Technical Assistance Panel 22

A Technical Assistance Panel 22

2.3


Mayoral Forum: Building a Better MayorDescription: District Councils often hold mayoral forums to introduce the development community to a slate of candidates. While ULI is nonpartisan and does not endorse candidates, these forums also provide an opportunity for the candidates to learn about the expertise of ULI and its members.

Role of the District Council: Organizational approaches vary from one District Council to anoth-er. The ULI Colorado example offers an outstanding model engaging the ULI membership. The District Council formed a steering committee of six members that conducted an online survey of the membership about key issues they would like the next administration to address; paired the responses down to 19 questions and then sent the questionnaire to each campaign with written responses requested to participate in a public forum; sent the candidates’ written responses to 150 registrants in advance of the forum; and conducted a 90-minute session with well-prepared candi-dates and audience.

Partners: This is usually a ULI event, but it is sometimes cosponsored by appropriate nonpartisan partners.

Attendance: Attendance has ranged from 75 to 200.

Budget: Minimal cost, if no meals are provided at the forum.

Time Frame: A three- to four-month lead time is advisable.


2.4


Public/Private Sector Workshops & Mini-TAPs:Which TOD sites have the greatest real estate development potential?Description: This program provides market based information to transit agencies interested in prioritizing transit stops where public investments leverage the greatest private real estate develop-ment. The three stage program involves a series of gatherings that permit ULI members to identify what factors are missing that otherwise would attract private investment: an invitation-only workshop for 20- 30 transit agency officials and real estate developers; a regional program/workshop that informs the community at large about the lessons learned; and mini-TAPs with individual govern-mental agencies that provide land use advice on specific sites.

Purpose: These workshops inform the public sector about private sector development oppor-tunities along transit lines. They also educate the public sector on how the private sector makes decision on where/what/how to build. Both sides come away will a better understanding of how to establish public/private partnerships for TOD. The three stage process builds awareness and mo-mentum for local action that results in private investments in TOD.

Role of the District Council: The District Council is the organizer and convener of each of the steps in the process. Staff is responsible for organizing the events, selecting sites, marketing, etc., under the direction of an Infrastructure or other member-driven committee.

Member Role: Generally, a standing or special committee champions the project, with one or two leaders responsible for generating the partnership with the transit agency. Committee needs to be 5-6 members at a minimum, but can be much larger.

Partners: Local transit agency, and cities/municipalities with proposed station sites. The program works best if the local transit agency is recruited as a partner early in the process.

Budget:

• The invitation-only initial workshop: no cost. A member can easily volunteer to host the 3 hour workshop and provide appropriate refreshments.

• The program/workshop open to the public: The venue, AV & food cost can cost as much as $5,000. This program provides a good opportunity for sponsorship and also for site-specific display tables from cities.

• The follow-up mini-TAPs: $1,500 for writing and printing a written report. The venue for the half day or full day event is usually provided by the locality asking for ULI assistance. Many District Councils charge a fee for the TAP. If an all day mini-TAP, the District Council should factor in some expense for refreshments and lunch for panelists.

Timeframe: 1 month lead time for first workshop; 2 months for second; 6 weeks for mini-TAP

Contact: Carla Coleman, Executive Director, ULI SE Florida/Caribbean, [email protected]

2.5


Shark Tank Description: Inspired by the ABC reality show with Mark Cuban, Shark Tank presents developers investment ideas to a panel of investment professionals “sharks” for a lively critique in front of a live audience. The session typically features three investment proposals. Using experience and knowledge, the sharks give their honest thoughts on why or why not they would be interested in the project. The audience can get involved too. In the best cases, a match will be made between ideas and a deal.

Purpose: Shark Tank educates, informs and entertains an audience of ULI members interested in learning how to improve their real estate pitches. Shark Tank also gives members opportunities to test their presentation skills in front of potential investors.

Role of the District Council: ULI Staff members make the call for participants, work with a sub-committee to select projects for inclusion, arrange logistics for a venue, set the program, and market the event.

Member Role: Generally, 8-12 members are involved in a committee to responsible for identifying potential Shark Tank participants and leading the event.

Partners: This is usually an ULI event.

Attendance: 150

Budget: The budget is approximately $2500. The largest single expense was for the program venue. Sponsorship raised approximately $4000. Event registrations where acceptable for the first event. Overhead can be kept low by having an informal happy hour at a local pub after the event is over.

Time Frame: 3 months lead time to put out a call for projects to be involved in the Shark Tank


Next project up for the Shark Tank is the Colorado Technology Center. A master- planned community!

2.6


Local/Statewide Product CouncilsDescription: Local Product Councils, modeled after the ULI national product councils, are small groups of mid- to senior-level members (10–40) who meet quarterly to network and share best prac-tices involved locally and in the region. The meeting agendas are two to four hours long. Council members are usually drawn from the full range of disciplines involved in a product type or a local land use issue. Examples include the ULI New York Sustainable Building Council, the ULI Boston Market Council for Transactors, the ULI Austin Council on Urban Development and Mixed Use, and the ULI Arizona Council on Regional Development. Participation as a council member is open to members only.

Role of the District Council: The District Council provides a platform for engaged members to organize a local forum that provides the benefits of the very successful national product council program. A small amount of staff time is needed for organizational purposes. Council members usu-ally plan their own agendas. Staff ensures success by helping to organize a balanced composition of the multidisciplinary group; to set the expectation that members will attend every meeting (unless an excuse is granted); and to encourage active participation in council discussions (as opposed to pas-sive participation as just observers).ULI Orange County–Inland Empire names their Council “Initiative Councils.”

Budget: A small budget is required. The major expenditures are for venues and meals. Some Dis-trict Councils charge a $100 to $250 registration fee to recoup these costs. Others, like ULI Boston, do not charge, because they have an annual sponsor for the program.

Partnerships: This is a ULI program.

Attendance: In this program, attendance is limited for the purpose of creating an affinity group that, over time, results in deeper professional relationships and expertise.

Time Frame: On going. Three to four months’ planning time is needed to organize members and arrange first meetings.

Contacts: Stephanie Wasser, Executive Director, ULI Boston, [email protected]; David Knoll, Manager, ULI Austin, [email protected].

2.7


Public Officials Workshop: Navigating the New NormalDescription: ULI members lead a two-hour customized workshop for the mayor and city coun-cil of a small municipality struggling to attract new development, especially walkable, mixed-use development. The three-part workshop permits public officials and a ULI team of developers and finance experts to discuss the impact of changing demographics and market preferences on a city’s land use and economic development strategies. A workshop involving two or three cities with similar interests provides a great venue for multijurisdictional dialogue.

Role of the District Council: With staff support, a committee of District Council members use member expertise, ULI resources, and contracted research to prepare presentations and back-ground materials about the following: (1) the impact of the “new normal” on future growth patterns; (2) the profile of the hosting city’s current housing supply, and new trends in intraregional household moves and commute patterns; and (3) strategies for updating land use and economic develop-ment plans to attract the best-quality development. Staff advertises the workshops to local officials, makes the logistical arrangements, and often hires a contractor with real estate expertise to provide the city-specific data that make the workshop relevant and useful to each hosting city. Three to four members lead the workshop.

Partners: Potential partners include city councils, planning commissions, and economic develop-ment authorities.

Attendance: Four to six workshop leaders and 15 to 20 public officials.

Budget: District Councils usually offer this as a free service. Staff time for research and organiza-tion is supported by grants or other general revenue sources. Host cities provide the venue, cover printing costs, and provide refreshments for participants.

Time Frame: Planning for this workshop with members and staff can take two to four months. Scheduling workshops depends on the hosting city’s preferences for when and where to hold the workshop.

Contact: Caren Dewar, Executive Director, ULI Minnesota, [email protected].

2.8


Young Leaders Group ExchangeDescription: The Young Leader Group (YLG) Exchange is an opportunity for the members of the Young Leader network to exchange best practices, philosophies and ideas for development with their peers from other District Councils during a gathering at a hosting District Council. ULI Michi-gan hosted the exchange in 2012 in Detroit and ULI Louisiana hosted the Exchange in 2013 in New Orleans.

Purpose: The purpose is to connect ULI Young Leaders with members from other District Councils where they can focus on learning about the development activities of the host District Council, and they can discuss and compare notes about their respective Young Leader networks.

Role of the District Council: The Young Leader Groups manage much of the logistics both for hosting and marketing the exchange in partnership with the YLGs from the participating District Councils. Generally, the hosting District Council sets up the registration for the event, collects regis-tration fees, and provides some staffing.

Partners: This is a ULI event, but requires that Young Leader Groups from multiple District Councils collaborate to make sure it is successful

Attendance: 30-50

Budget: $3,000. The YLG Exchange is an inexpensive program. Attendees cover travel and lodg-ing expenses, pay an $80-$120 registration fee, and cover breakfast and dinners. Expenses involve the cost of for tour buses lunches, and room fees for evening social functions.

Time Frame: 3 months

Contacts: Stephanie Wasser, Executive Director, ULI Boston, [email protected]; Cin-dy McSherry, Coordinator, ULI Chicago, [email protected]; Stephanie Boh, Coordinator, ULI Louisiana, [email protected]; , Susan Baltake, Executive Director, ULI Philadelphia, [email protected]; Lisa Rother, Executive Director, ULI Washington, [email protected].

3.1


Part III: Products for District CouncilsThis section of the Portfolio includes summaries of ULI products that involve committees of 6- 10 members or more, significant staff leadership, and/or budgets of US $20,000 – 25,000.

3.2 Urban Marketplace3.3 TOD Marketplace3.4 Reality Check 3.5 Regional Competitiveness (RC 2.0)3.6 Centers for Leadership 3.7 ULI Advisory Services Panels3.8 Regional Council of Mayors 3.9 Awards Program: ULI Chicago Vision Awards3.10 State/Regional Forums

3.2


Urban MarketplaceDescription: Urban Marketplace is a program developed by ULI Los Angeles with the theme of “Make a Deal, Make a Difference.”The objective is to focus the attention of the land use commu-nity on underserved areas in need of positive redevelopment and economic activity in the District Council. Urban Marketplace is a half-day or full-day event with exhibits/vendors and programming that bring together the for-profit and nonprofit development sectors. In addition to Los Angeles, this conference is now being presented by the Atlanta, St. Louis, Houston, Richmond, and Washington, D.C., District Councils. ULI Houston alternates an Urban Marketplace with a Suburban Marketplace.

Role of the District Council: Each District Council creates a committee whose specific charge is to organize and execute this event. The committee, supported by staff, secures sponsorships, ven-ues, and speakers and executes a marketing campaign.

Partners: This is usually a ULI event. Public, private, and nonprofit entities are invited to participate as exhibitors.

Attendance: Attendance ranges from 150 to 600.

Budget: The cost of organizing an Urban Marketplace is $40,000 to $50,000. The program often attracts substantial sponsorship and makes a profit for the District Council.

Time Frame: A nine- to 12-month lead time is needed.

Contacts: Ann Taylor, Executive Director, ULI Houston, [email protected]; Gail Goldberg, Execu-tive Director, ULI Los Angeles, [email protected].

3.3


TOD MarketplaceDescription: TOD Marketplace is a day-long program organized by a District Council. It is the culmination of a yearlong program of work during which teams of members from the private and nonprofit sectors tour targeted transit-oriented development (TOD) sites, evaluate the feasibility of existing city plans, and present their recommendations for actions to increase private sector invest-ment in compact TOD that increases transit ridership.

Purpose: Modeled after the Technical Assistance Program (TAP) process, this program provides an opportunity for developers and city planners to meet informally with each other and better under-stand both what cities are looking for and what developers need, in practical terms, to make TOD projects feasible.

Role of the District Council: Members serve on a steering committee and, with support from staff, organize the technical assistance teams, schedule the walking tours, and manage the program-ming/ meeting logistics of the forum.

Partners: Regional transportation authorities, association of governments, nonprofit housing agencies.

Attendance: 150 to 200 planners and development professionals.

Budget: $25,000.

Time Frame: A 12-month lead time is recommended.

Contacts: Phyllis Alzamora, Executive Director, ULI Orange County/Inland Empire, [email protected]; Elliot Stein, Executive Director, ULI San Francisco, [email protected]

3.4


Reality Check Description: Reality Check is a ULI program convening 200 to 300 community leaders to discuss where and how future growth and development should take place in a region. The District Council organizes the program, which involves a hands-on exercise for multiple groups of eight to ten. Each group is asked to place Lego blocks on a map indicating where future jobs and housing should be located in the region. The number of Legos is calculated to correlate with regional population projections. The outcome of the program is: (1) increased awareness that localities need to “think regionally and act locally” if they are to compete in the global marketplace and (2) that a commonly shared vision of how the region should grow is an important first step for coordinating local land use plans and regional economic development strategies.

Role of the District Council: The District Council manages the planning, funding, and organizing of a Reality Check program. With significant staff support, a committee of eight to ten members oversees the development of the regional map, the participants’ handbook, the facilitators’ hand-book, and the media outreach that creates the buzz and related interest in the outcome of the Reality Check program. The District Council is also responsible for ensuring the participation of a balanced set of leaders from the public, private, and nonprofit sectors, and training facilitators to lead the mapping exercises.

Budget: A budget of $80,000 to $120,000 is required. The major expenditures are for staff time, ven-ues, and meals. Usually there are no registration fees. Sponsorship is the primary source of funding.

Partnerships: Regional councils of government, chambers of commerce, universities, environmen-tal groups, city planning departments, large regional employers.

Attendance: Since one of the primary goals of this program is to build consensus across groups of stakeholders, diversity of attendees is important. The mapping exercise provides the opportunity for leaders from different cities within the region and from different backgrounds to discuss common values and goals for their region as a whole and to discuss how to get there through regional cooperation.

Time Frame: The Reality Check program takes 12 to 18 months to plan, organize, and execute.

Contacts: Kelly Mann, Executive Director, ULI Northwest, [email protected]; Julie Paul, Coordina-tor, ULI Triangle, [email protected].

3.5


Regional Competitiveness (RC 2.0)Description: This program is meant to be a Reality Check 2.0 for communities that are focused on real estate development that enhances the economic competitiveness of their regions. The program organizes a series of meetings through which stakeholders from the region identify opportunities for growth that are consistent with their community values. The culmination of the meetings is a daylong large public engagement where the stakeholders prioritize their values through scenario planning exercises (instead of Reality Check’s Lego exercise- RC). Following the large public event, a standing committee of stakeholder representatives convenes on a regular basis to identify and advocate for public and private investments needed to achieve a build out of the region that reflects the values articulated at RC 2.0.

Purpose: Sustainable regional success on a global scale requires a broad coalition of public and private leaders who share a vision and the commitment to act on it. The purpose of RC 2.0 is to focus regional stakeholders on the need to be intentional in their development goals and to take the initiative to act by walking stakeholders through scenario exercises that demonstrate the need to implement a framework for growth. This process helps chart a course and gain consensus for how a region will grow and stay competitive.

Role of the District Council: The District Council’s role is that of trusted convener of the stakehold-ers. In this role, ULI facilitates the stakeholder advisory group meetings, develops and conducts the larger meetings, documents the outcomes and serves as a catalyst for follow up action.

Partners: Regional stakeholders who will impact or be impacted by regional development are es-sential partners for the program to be successful. Additionally, funding partners are important.

Attendance: 15 stakeholder representatives in the advisory group (should include all regional growth influencer’s) and then 250 attend the larger stakeholder public meeting

Budget: $200,000. This amount covers the cost of consultants responsible for developing the scenario exercises and processes, the event logistics and venue, and training facilitators for the meetings.

Time Frame: 12+ months, with 9 months from initial stakeholder meetings to public event and report.

Contact: Caren Dewar, Executive Director, ULI Minnesota, [email protected]

3.6


Centers for Leadership Description: Several District Councils have established Centers for Regional Leadership. While each center has its own unique characteristics, the overall purpose of the centers is to foster devel-opment of a regional dialogue about land use issues among a multidisciplinary set of stakeholders that is based on respect for different perspectives and a shared understanding of the implications of land use and infrastructure on the region’s quality of life and economic competitiveness. Chosen through a competitive application process, approximately 30 mid-level professionals attend monthly day-long classes over a nine-month period that involve a mix of lectures, mobile tours, and other experiences. At the end of the year, the class members apply what they learned by participating in pro-bono Technical Assistance Panels. Over time, the District Council builds a network of alumni who understand and help advance the ULI mission.

Role of the District Council: District Councils establish steering committees whose members work with staff to plan the curriculum, execute the media campaign to launch the center, and select each class of participants. Staff provides the planning, logistical, and administrative support for the pro-gram. These responsibilities required approximately 25 percent of the time of a full-time staff person. University students and interns can provide vital services at no charge.

Partners: ULI sponsors the centers. A variety of partners are involved over the course of the year: universities, nonprofit housing authorities, the mayor’s office, companies of real estate developers, chambers of commerce.

Attendance: For each class, 30 to 40 leaders who represent in equal measure the public, private, and nonprofit sectors.

Budget: $100,000. District Councils have charged tuition up to $20,000.

Time Frame: A six- to nine-month lead time is recommended.

Contacts: Jeff Dufresne, Executive Director, ULI Atlanta, [email protected]; Heather Foley, Executive Director, ULI South Carolina, [email protected]; Lisa Rother, Executive Director, ULI Washington, [email protected]. Kelly Mann, Executive Director, ULI Northwest, [email protected]

3.7


ULI Advisory Services PanelsDescription: ULI Advisory Services panels (ASPs) provide strategic advice to sponsors on land use and real estate development issues. Panels link developers, public agencies, and other spon-sors to the knowledge and experience of ULI and its membership. This is a program offered by the ULI Advisory Services Group out of the main ULI office in Washington, D.C. Sponsors praise panels for their comprehensive, pragmatic, and objective approach to solving land use challenges.

Established in 1947, this fee-based program has completed more than 600 panels in 47 states and 12 countries and on four continents. The fee varies by the type of panel: a five-day panel, a three-day panel, a fellows’ panel (1.5 days), and a project analysis session (two to three hours).

The first step is to contact Advisory Services. Staff helps the sponsor define the ASP assignment and identify a set of national panelists with the appropriate expertise. Once a contract is signed, the ULI staff works with the sponsor to prepare background materials for the panelists and set up the on-site visit. During this visit, panelists tour the site under review, interview stakeholders, and de-velop a set of recommendations that are delivered to the sponsor at the end of the visit. A follow-up report is prepared.

Role of District Councils: ULI District Councils support this ULI program by referring local devel-opers, public agencies, or other sponsors to ULI for advisory services. District Council members are invited to the opening dinner of the ASP and to the closing presentation. ASPs do not involve local ULI members on the team of experts, as ASPs are designed to bring in members with national expertise who have no conflicts of local interest. ASPs provide an excellent tool for District Councils looking to address a significant or controversial issue requiring national expertise or an objective outside assessment. ASPs always raise the visibility of ULI in the region and create opportunities for District Council follow-up.

Budget: The cost of an Advisory Services panel varies. There is no cost to a District Council. Con-tact ULI staff for specifics. ULI offers a finder’s fee of $10,000, under certain conditions.

Time Line: A two- to three-month lead time is needed to schedule an Advisory Services panel.

Contact: Tom Eitler, ULI Vice President, Advisory Services, [email protected].

3.8


Regional Council of Mayors Description: The Regional Council of Mayors (RCM) is a nonpartisan partnership between the mayors in a region and a ULI District Council. The RCM meets monthly to build and implement ac-tion strategies that will raise the region’s overall economic competitiveness and quality of life. Each meeting is staffed by ULI District Council staff, with two mayors serving as RCM cochairs. RCM committees are cochaired by a mayor and a ULI member and include representatives of stakehold-er organizations. ULI Minnesota was the first District Council to organize an RCM and its success demonstrates how an RCM can serve as an influential voice for a region and also raise the visibility of ULI as a trusted resource on real estate development issues.

Purpose: The RCM provides a way for mayors to convene on a multijurisdictional basis; learn about best real estate development practices for promoting regional economic competiveness; and build support for regional, state, and federal policies that will keep their region a desirable place to live and work.

Role of the District Council: District Council executive directors organize the RCM monthly meet-ings and RCM committee meetings. ULI members cochair each of the committees with a mayor. Staff directs the ongoing program of work, overseeing research and strategy development and ex-ecuting leadership on behalf of the RCM, engaging partners, and organizing community initiatives. Each mayor is a ULI member.

Partners: Partnerships are considered critical to the implementation of RCM strategies. Represen-tatives of the real estate and business communities, universities, nonprofits, and foundations serve on the RCM committees, helping to formulate and build support for regional strategies.

Attendance: So that an RCM can serve as an influential voice in the region, it is advisable to en-gage as many mayors in the region as possible on a regular basis. RCMs usually meet monthly.

Budget: The annual budget is approximately $75,000. This amount covers the cost of staff time, venues, meals, printed materials, speakers, etc. Funds come from the ULI District Council and foun-dations. There is no cost for the mayors to participate.

Time Frame: A four- to eight-month lead time is required.

Contact: Caren Dewar, Executive Director, ULI Minnesota, [email protected].

3.9


Awards Program: ULI Chicago Vision AwardsDescription: Many District Councils have Award Programs. Chicago launched the Vision Awards to honor projects and programs that use creative development practices, innovative partnerships or sharing of resources, imaginative problem solving, or visionary ideas contributing to the growth of vibrant communities. Nominees are evaluated by a jury of peers in the industry. Winners received a commemorative award and will are featured on chicago.uli.org and ULI Chicago’s quarterly news-letter. Qualifying winners can be submitted to ULI’s Global Awards for Excellence in 2014.

Purpose: The purpose of the awards is fourfold: 1. To provide a bookend to Chicago’s lifetime achievement award by recognizing people, projects, and programs that are innovating now, local-ly. This is venue to recognize young developers, small no-profits in early stages of success. 2. To recognize creative and smaller scale development that would get lost in comparison to the achieve-ments of Chicago’s successful global developers. 3. Reach out to a non-typical ULI population – focus on smaller non-profit doing place-making with their programs and projects, and recognize the passionate people who are doing the reinventing themselves. 4. This event program challenged members to understand how change is happening in their community outside their usual focus areas. It highlighted how others are helping to create healthy, sustainable places outside of tradi-tional development paths. Many new connections were made between traditional ULI members and non-traditional developers

Role of the District Council: Putting on this Award Program is a lot of work for staff. However, in Chicago, a working committee of 4 members took on the majority of the work from creating the application form, to securing sponsorships, selecting a non-traditional venue, and marketing the awards dinner tables.

Partners: This was a ULI event with outreach to current partners to make sure that word gets out about the event.

Attendance: 300+

Budget: In Chicago, expenses were approximately $55,000, with the goal for the event to break even the first two years and make a small profit after that. Tables were sold for $2,500- $3,000, while individual tickets were $95 & $150. ULI Chicago underwrote a number of tickets to make sure appropriate elected officials would attend. The District Council also charged application fees to be considered for the award.

Time Frame: 4 months from initial call for award nominations announcements to Event

Contacts: Cindy McSherry, Coordinator, ULI Chicago, [email protected]; Lisa Rother, Execu-tive Director, ULI Washington, [email protected]

3.10


State/Regional ForumsDescription: This is a 1.5 day conference that brings members from ULI District Council’s across the state or region together to focus on specific issues, conduct region wide product council meet-ings, workshops, and mobile tours. The 5 District Councils in Florida have conducted two annual summits to date. The 4 District Councils in Texas have conducted one statewide summit and a second is planned.

Purpose: To connect members who are leading experts and practitioners to one another from across the State and Region. The forum provides opportunities for meaningful dialog between Dis-trict Councils, the sharing of best practices, professional development, and opportunities to see ULI in action while still connected to the region or state.

Role of the District Council: ULI staff members coordinate the logistics of the summit while mem-bers from all participating District Councils staff a summit committee to develop the agenda, speak-ers, and market the event with for sponsors. Chairs of the District Councils meet monthly or more often as needed for 8-10 months in advance of the summit. Considerable staff time is needed to organize, plan, and deliver the summit.

Attendance: 200 – 400 People

Budget: The budget for the event is approximately $200,000. This covers significant staff time, trav-el, and lodging at the summit as well as the venue, catering, AV, and room setups. At the end of the Summit, the District Councils decide how to divide the net profits between reimbursements for staff time and a reserve for next summit.

Time Frame: 1 Year

Contacts: Carla Coleman, Executive Director, ULI South East Florida / Caribbean, [email protected]; Ann Taylor, Executive Director, ULI Houston, [email protected].

4.1


Part IV: ContactsThis section of the Portfolio includes contact information.

4.2 Product Advisors 4.3 ULI Headquarters Staff (July 2013)4.7 ULI District Council Staff in the Field (July 2013)

4.2


Product Advisors As part of the overall strategy to enhance the performance of the District Council network, the Product Advisors Program was established to provide District Councils with access to a portfolio of products that are fresh, relevant and easy to “adopt and adapt” at the local level. A number of Executive Directors have agreed to serve as Product Advisors.

Product Advisor Product Email

Phyllis Alzamora (Orange Co/IE) Local Product Councils [email protected] Susan Baltake (Philadelphia) Marketplace [email protected] Caren Dewar (Minnesota) Reality Check 2.0 [email protected] DuFresne (Atlanta) and Kelly Mann (Northwest) Leadership Centers [email protected]

[email protected] Goldberg (Los Angeles) Women’s Leadership Initiative [email protected]

Michael Leccese (Colorado) Emerging Trends [email protected] Mary Lydon (San Diego/Tijuana) Innovative Economies [email protected] Cindy McSherry (Chicago) Technical Assistance Panels [email protected]

Julie Paul (Triangle) Kelly Mann (Seattle) Reality Check [email protected]

[email protected]

Lisa Rother (Washington) Susan Baltake (Philadelphia) City Exchange [email protected]

[email protected]

Deb Sydenham (Arizona) Public Officials Workshop/ Community Plan [email protected]

Heather Foley (South Carolina) Partner/Mentor Forum [email protected] Stein (San Francisco) UrbanPlan [email protected] Dewar Regional Council of Mayors [email protected] Taylor (Houston) and Cindy McSherry (Chicago) Awards Programs [email protected]

[email protected]

4.3


ULI Headquarters Staff (July 2013)First Name Position Department Email Ext.Rita Adams Cash Receipts Coordinator Finance & Accounting [email protected] 7112Lela Agnew EVP, Strategic Communica-

tionsStrategic Communications [email protected] 7165

Daryl Anderson Temp, Senior Support Analyst [email protected] 7164Gayle Berens SVP, Education & Advisory

GrpEducation & Advisory Group [email protected] 7066

Justin Beveridge System Support Specialist [email protected] 7023Steve Blank Senior Resident Fellow,

FinancePolicy and Practice [email protected] 7128

Colin Bragg Senior Accountant Finance & Accounting [email protected] 7032Joan Campbell Manager, Librarian Education & Advisory Group [email protected] 7137Kathleen Carey EVP, Chief Content Officer Content Management [email protected] 7003Craig Chapman Senior Director, Publishing

Operations Publishing Operations [email protected] 7035

Tim Cooper VP, Human Resources Human Resources [email protected] 7080MaryBeth Corrigan SVP, Convenings Meetings and Councils [email protected] 7136Chris Costanza Director, System Operations Information Technology [email protected] 7099Cheryl Cummins Executive Officer Executive Officer [email protected] 7052Trey Davis Dir Events, Prof Dev, Adviso-

ry ServicesMembership & Marketing [email protected] 7184

Martha Demissie Temp Accounts Payable Finance & Accounting [email protected] 7125Caroline Dietrich Logistics Manager Education & Advisory Group [email protected] 7048Tim Dwyer Sr. Director, Council Pro-

gramsMeetings and Councils [email protected] 7132

Tom Eitler VP, Advisory Services Education & Advisory Group [email protected] 7186Janet Fernandez Executive Assistant Development & Fundraising [email protected] 7025Annie Finkenbinder-Best Dir. Ed. & Advisory Service Education & Advisory Group [email protected] 7042Maria Fiore, Maria Director, Program Develo-

pomentMeetings and Councils [email protected] 7167

Luis Gonzalez Director, IT Development Services

Information Technology [email protected] 7024

LaKeshia Griggs Meetings Coordinator Meetings and Councils [email protected] 7072Helen Gurfel Executive Director Green

PrintGreen Print [email protected]

Basil Hallberg Senior Associate, Capital Markets

Capital Markets [email protected] 7068

Lori Hatcher SVP, Membership & Mar-keting

Membership & Marketing [email protected] 7093

Jessie Himmelrich Associate, Development & Foundation

Development & Fundraising [email protected] 7005

4.4


First Name Position Department Email Ext.Andrea Holthouser VP, Individual Giving Development & Fundraising [email protected] Horst SVP, Larson Leadership

InitiativeLarson Leadership Initiative [email protected] 7121

David Howard EVP, Development / Foun-dation


Lauren Hughes Temp, Database Support Specialist

[email protected] 7031

Sonia Huntley Director, Membership Membership & Marketing [email protected] 7141Mimi Janotka Senior Associate, Conven-

ingsMeetings and Councils [email protected] 7114

Alison Johnson Program Mgr/Compliance Mgr

Rose Center [email protected] 7015

Corey Jones Executive Assistant, Business Operations

Business Operations [email protected] 7129

Rose Kim Director, Special Events Executive Office [email protected] 7016Rob King Manager, Web Development

ServicesInformation Technology [email protected] 7079

Jerry Kirschenman District Council Finance Manager

Finance & Accounting [email protected] 7077

Joe Klem VP, Virtual ULI Virtual ULI [email protected] 7109Anita Kramer VP, Capital Markets & Real

EstateCapital Markets [email protected] 7105

Robert Krueger Mgr, Social Media Outreach & Communications

Public & Media Relations [email protected] 7051

Sara Leitner Associate, Development & Foundation


Daniel Lobo Manager, Awards & Publi-cations

Education & Advisory Group [email protected] 7101

Sophia Mason Sr.Manager, HR Operations Human Resources [email protected] 7176Michelle Lopez Senior Manager, Executive

OfficeExecutive Office [email protected] 7049

Maureen McAvey EVP, Policy & Practice Policy and Practice [email protected] 7089Calvin McCargo Cash Receipts Associate Finance & Accounting [email protected] 7084John McIIwain Senior Resident Fellow,

Housing Policy and Practice [email protected] 7071

Ed McMahon Sr. Resident Fellow, Develop-ment & Envir. Policy

Policy and Practice [email protected] 7004

Lisa McNeil Department Coordinator Policy and Practice [email protected] 7119Tihomir Mihaylov Temp, Programmer Information Technology [email protected] 7172Thomas Mitchell National Sales Manager, FTA Development & Fundraising [email protected] 7133Anne Morgan Graphic Designer Graphics & Editing [email protected] 7037James Mulligan Sr. Editor, Book Programing

& EditingGraphics & Editing [email protected] 7142

David Mulvihill VP, Professional Develop-ment Programs

Education & Advisory Group [email protected] 7122

4.5


First Name Position Department Email Ext.Thomas Murphy Sr. Resident Fellow, Urban

DevelopmentPolicy and Practice [email protected] 7110

Phillip Nelson Controller / Finance Finance & Accounting [email protected] 7094Chris Noyes Director, Meeting Logistics Meetings and Councils [email protected] 7085Sarah Jo Peterson Research Director, Infrastruc-

ture Infrastructure [email protected] 7062

Patrick Phillips Chief Executive Officer Executive Office [email protected] 7163Elizabeth Razzi Urban Land Editor in Chief UrbanLand [email protected] 7150Trisha Riggs VP, Communications Public & Media Relations [email protected] 7086Carmelita Robinson-Jones Accounts Payable Supervisor Finance & Accounting Carmelita.Robinson-Jones@ULI.

org7075

Rick Rosan President, ULI Foundation ULI Foundation [email protected] Rose Editor [email protected] 7149Lynn Ross Executive Director, Terwilliger

CenterTerwilliger Center [email protected] 7046

Marty Schell Associate, Virtual ULI Virtual ULI [email protected] 7096Adrienne Schmitz Sr. Director, Publications Publications [email protected] 7131Dean Schwanke SVP/ Exec. Dir. Capital

Markets & Real EstateCapital Markets [email protected] 7115

Molly Simpson Programmer Manager, Terwil-liger Center

[email protected] 7138

Adam Slakman VP, Green Print Techology & Member Service

Green Print [email protected] N/A

Kenneth Soohoo Manager, Member Database Membership & Marketing [email protected] 7074Carolyn Spaw Dir, Marketing, Membership,

Books & AwardsMembership & Marketing [email protected] 7054

Trisha Stanger Senior Finacial Analyst Business Operations [email protected] 7061Melanie Starkey Director, Online Strategy Information Technology [email protected] 7107Graham Stroh Director, District Councils District Councils [email protected] 7027Caroline Sullivan Senior Associate, District

CouncilsDistrict Councils [email protected] 7014

Heidi Sweetnam VP, Community Outreach District Councils [email protected] 7170

Darnell Swinton Accounts Payable Coordi-nator Finance & Accounting [email protected] 7174

Sahara Taybron Executive Assistant Content Management [email protected] 7120Mike Terseck Chief Financial Officer Business Operations [email protected] 7154

Fiona Thompson Global Human Resources Manager Human Resources [email protected]

Debra Throckmorton SVP, Finance Finance & Accounting [email protected] 7118Marilee Utter EVP, District Councils District Councils [email protected] 7033Betsy Van Buskirk Creative Director Graphics & Editing [email protected] 7036

Jessica Waymouth Director, Development & Foundation Development & Fundraising [email protected] 7073

4.6


First Name Position Department Email Ext.Brett Widness Online Editor [email protected] 7006Jennifer Winchester HR Generalist Human Resources [email protected] Wuckovich Assistant Controller Finance & Accounting [email protected] 7082

Yasmine Yates-Kidwell National Sales Manager, DEPC Development & Fundraising [email protected] 7175

Jess Zimbabwe Executive Director, Daniel Rose Center Rose Center [email protected] 7038

4.7


ULI District Council Staff in the Field (July 2013)

District Council Name Position Email PhoneULI Arizona Ms. Carrie Martin Manager [email protected] (602)449-7916

ULI Arizona Ms. Debra Z Sydenham, FAICP Executive Director [email protected] (602)449-7921ULI Atlanta Ms. Barbra Bowers Manager [email protected] (770)951-8500ULI Atlanta Mr. Jeff DuFresne Executive Director [email protected] (770)951-8500ULI Atlanta Ms. Tamia Sammons Senior Associate [email protected] (770)951-8500ULI Austin Mr. David Knoll Director [email protected] (512)586-5726ULI Austin Ms. Maggie Maldonado Contractor [email protected] (512)586-5723ULI Austin Mr. Jere Rodriguez Contractor [email protected] (512)586-5726ULI Baltimore Ms. Pauline M. Harris Coordinator [email protected] (410)889-4112ULI Boston Mr. Michael Keiming Associate [email protected] (617)239-0124ULI Boston Ms. Michelle J. Landers Director [email protected] (617)239-0564ULI Boston Ms. Stephanie S. Wasser Executive Director [email protected] (617)239-0323ULI British Columbia Ms. Shannon Patterson Coordinator [email protected] (604)761-8060ULI Central Florida Ms. Shelley Lauten Coordinator [email protected] (407)-425-1234ULI Charlotte Ms. Theresa Salmen, CAE Coordinator [email protected] (704)940-7388ULI Chicago Ms. Cynthia A. McSherry Coordinator [email protected] (773)549-4972ULI Cincinnati Ms. Kimberly A. Fantaci Coordinator [email protected] (937)424-3310ULI Cleveland Ms. Linda Hamill Coordinator [email protected] (440)899-0010ULI Colorado Mr. Michael Leccese Executive director [email protected] (303)817-9958ULI Colorado Ms. Kacey L. Wilkins Director [email protected] (303)893-1760ULI Columbus Ms. Alicia N. Gaston Coordinator [email protected] (614)596-0983ULI Hampton Roads Ms. Jamie E. Richardson Coordinator [email protected] (757)818-1758ULI Hawaii Ms. Kathryn J. Anderson Coordinator [email protected] (808)291-0727ULI Houston Ms. Amelia Behrman Associate [email protected] (713)349-8821ULI Houston Ms. Erin Bley Coordinator [email protected] (210)823-0443ULI Houston Ms. Ann Taylor Executive Director [email protected] (713)349-8821ULI Houston Ms. Beth Morris Manager [email protected] (713)349-8821ULI Idaho Ms. Diane Kushlan Coordinator [email protected] (208)433-9352ULI Indiana Ms. Jennifer Milliken Director [email protected] (317)441-9561ULI Kansas City Mrs. Cheryl McOsker Coordinator [email protected] (816)746-4875ULI Los Angeles Ms. Christine Aure Susa Director [email protected] (213)542-4693ULI Los Angeles Mr. Matthew Severson Associate [email protected] (213)542-4694ULI Los Angeles Ms. S. Gail Goldberg, AICP Executive Director [email protected] (213)542-4692ULI Louisiana Ms. Stephanie Boh Coordinator [email protected] (504)296-9293ULI Memphis Ms. Anna Holtzclaw Coordinator [email protected] (901)264-0579ULI Mexico Ms. Fina Moises Coordinator [email protected] 5255 52840026ULI Michigan Ms. Shannon Sclafani Manager [email protected] (248)807-1600ULI Minnesota Ms. Katherine Anderson Associate [email protected] (612)338-1332ULI Minnesota Ms. Caren Dewar Executive Director [email protected] (612)759-1016

4.8


District Council Name Position Email PhoneULI Nashville Ms. Rose Faeges-Easton Coordinator [email protected] (615)497-2603ULI Nevada Ms. Tara Harvey Coordinator [email protected] (702)952-2480ULI New Mexico Mrs. Banu Bungul McKinley Coordinator [email protected] (505)269-7695ULI New York Mr. Felix Ciampa Executive Director [email protected] (617)239-0323

ULI New York Ms. Sarah Krautheim Senior Associate [email protected] (212)808-2142ULI New York Ms. Sarah Berman Coordinator [email protected] (212)450-7300ULI New York Ms. Terri Tsai Coordinator [email protected] (212)450-7301ULI New York Ms. Brittany Carcova Coordinator [email protected] North Florida Mrs. Carolyn Clark Coordinator [email protected] (904)486-8256ULI North Texas Ms. Pam Stein Executive Director [email protected] (214)789-4748ULI North Texas Mrs. Jennifer Backover Coordinator [email protected] (214)448-1554ULI Northern New Jersey

Ms. Mara Winokur Manager [email protected] (201)312-8817

ULI Northwest Ms. Nacia Bonilla Manager [email protected] (206)224-4500

ULI Northwest Ms. Gina Corsiglia Associate [email protected] (206)224-4500ULI Northwest Ms. Kelly Mann Executive Director [email protected] (206)224-4500ULI Northwest Mr. Matthew Merrill Director [email protected] (206)224-4501ULI Oklahoma Mrs. DeShawn Heusel Coordinator [email protected] (405)607-6801ULI Orange County/Inland Empire

Ms. Phyllis Alzamora Executive Director [email protected] (949)973-0041

ULI Orange County/Inland Empire

Ms. Violeta Fuller Admin Assistant [email protected] (949)887-7932

ULI Philadelphia Ms. Susan Baltake Executive Director [email protected] (856)428-8547ULI Philadelphia Mrs. Geraldine Lipp Director [email protected] (215)525-4977ULI Philadelphia Ms. Erin Nardini Associate [email protected] (215)446-2930ULI Pittsburgh Mrs. Holly Haff Muchnok Coordinator [email protected] (412)370-8583ULI Richmond Ms. Abbie Zwicke Coordinator [email protected] (804)836-7968ULI Sacramento Ms. Mary K. Sater Coordinator [email protected] (916)853-7401ULI San Diego/Tijuana Ms. Mary M. Lydon Executive Director [email protected] (619)252-0295ULI San Francisco Mr. Jason Bernstein Senior Associate [email protected] (415)268-4072ULI San Francisco Mr. Elliot R. Stein Executive Director [email protected] (415)268-4093ULI San Francisco Ms. Dana Van Galder Manager [email protected] (415)268-4044ULI San Francisco Will Heywood Associate/San Fran [email protected] (415)268-4072ULI San Francisco Ms. Eve Rossmere Associate/Silicon

[email protected] (415)268-4048

ULI South Carolina Ms. Heather Foley Executive Director [email protected] (843)513-9331ULI South Carolina Ms. Jenna Wylie Associate [email protected] (843)813-5793ULI South Carolina Ms. Sydney Parker Coordinator [email protected] (864)553-6043ULI Southeast Florida/Caribbean

Ms. Eralda Agolli Associate [email protected] (954)783-9504

District Council Name Position Email Phone

4.9


ULI Southeast Florida/Caribbean

Ms. Carla Coleman Executive Director [email protected] (954)783-9504

ULI Southeast Florida/Caribbean

Ms. Julie Medley Director [email protected] (954)783-9504

ULI St. Louis Ms. Kelly Annis Coordinator [email protected] (314)210-6547ULI Tampa Bay Ms. Susan Ruckman Jezek Coordinator [email protected] (813)262-2742ULI Toronto Ms. Alexandra Rybak Coordinator [email protected] (647)258-0017ULI Triangle Ms. Julie Paul Executive Director [email protected] (919)417-2766ULI Utah Ms. Emily Stauffer Coordinator [email protected] (801)359-2902ULI Washington, D.C. Ms. Alia Anderson Director, Comm.

[email protected] (240)497-1919

ULI Washington, D.C. Ms. Bernadine Dullaghan Manager [email protected] (301)894-7310ULI Washington, D.C. Ms. Cherdorise Keen Admin Assistant [email protected] (240)497-1919ULI Washington, D.C. Ms. Lisa Rother Executive Director [email protected] (240)497-1919ULI Washington, D.C. Ms. Emily Weberman Manager [email protected] (240)497-1919ULI Westchester/Fairfield

Ms. Mara Winokur Manager [email protected] (201)312-8817

PRODUCT PORTFOLIO - Urban Land Instituteuli.org/.../Product-Porfolio-July-2013Final.pdf1.2 ULI District Council Products Development 101 for Public Officials: Real Estate Financial

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