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Home , Bonifacio Global City, Bonifacio High Street, Fort Bonifacio, Grand Hyatt Manila, Manila, Metro Manila

March 2, 2020 ULI Case Studies Bonifacio (BGC), Metro , QUICK FACTS Location , the Philippines Project type High density mixed-use Site size 150 hectares Land uses Residential, office, hospital, school, retail, parks, museum, hotel Key words Public-private partnership (PPP) project, office building, CBD, master planned community, grid-based street network, interceptor parking lots, retail and entertainment promenade, two-story temporary buildings, livable neighborhood, worker’s dormitories, density- controlled environment, pedestrian arcades, bus monitoring and management system, pedestrian friendly design, public building and parks, sports facilities, cultural BGC is a successful master-planned high density mixed-use development project in Metro Manila, the Philippines. and arts-based activities, green and walkable environment Website Summary of https://bgc.com.ph/ Developer The Bonifacio Global City (BGC) story began in country at over 32,000 pesos per square meter of Development 1995 when investment holding company Metro gross floor (GFA), or approximately 384 Company Pacific acquired a 150-hectare site through billion pesos (US$15 billion). Project Manager public auction. Then part of Fort Bonifacio and Bovis The first few years of operations for FBDC proceed- the former home base of the Philippine military, ed smoothly, with the inception of an ambitious BGC is strategically located in the heart of master plan and construction of high-quality Metro Manila, 5 km east of the main infrastructure including water, sewage, gas, CBD. Fort Bonifacio Development Corporation electrical, and telecommunications underground (FBDC), a company set up for the development utilities, as well as land development and a road of BGC, is owned 55 percent by the private network. It also raised approximately 27 billion sector and 45 percent by the government’s pesos in 1996 through the sale of smaller land Bases Conversion and Development Authority parcels, far exceeding expectations. (BCDA). It was the country’s first successful Public-Private Partnership (PPP). At the time, However, progress slowed after the 1997 Asian the land sale was the most expensive in the Financial Crisis, which severely affected Metro

casestudies.uli.org Bonifacio Global City (BGC), Metro Manila, Philippines 1 BASES CONVERSION AND DEVELOPMENT AUTHOR- ITY (“BCDA”)

In 1991 the Philippine government decided not to renew leases of military bases in the Philippines such as Clark Air Force Base and Subic Bay Naval Base to the US military. BCDA was established in 1992 by the BCDA Act of 1992 and took control of development of certain military bases including the former US military bases for private sector use. Fort Bonifacio was picked as the first development View of Bonifacio Global City from the adjacent US military cemetery Street view during morning commute hour project of BCDA in connection with the development of the eventual development of Clark Air Force Base, located about 200 km north of downtown Manila. Originally, BCDA fast-paced study tour of six cities, including and another with Bovis Lendlease for project the crisis would be short lived, FBDC continued developed a high level master plan of around 400-hectare area covering the current (Canary Wharf), , Barcelona, management. The initial land sales in 1996 to build infrastructure and incur substantial BGC, McKinley Hill, and other areas of Fort New York, Minneapolis, and . brought in around 27 billion pesos [US$ 1 operational expenses. In addition, many Bonifacio. While 214 hectares were sold in an The tour provided participants with opportu- billion at the prevailing exchange rate], with consortium members who had purchased plots open auction in 1995, BCDA was able to nities to observe global best practices, learn many consortium transfer only 150 hectares to Fort Bonifacio from challenges of master-planned commu- members also Historical exchange rate of US dollar to (1995/1/1-2020/2/20)

60 Metro Pacific sold their controlling Development Corporation (FBDC) as the nity developments, and form their own views buying plots. interest to a group led by clearance of the remaining 64 hectares of land and preferences with respect to urban 55 In 1997, however, had not been completed. Fort Bonifacio was planning. 50 Development of a 1-km long the first development project by BCDA, and the project and its 45 retail and entertainment Pacific and many of its private home to numerous domestic companies promenade started in BGC BCDA is currently engaged in the development Following the tour, the planning committee consortium 40 consortium members. Hobbled by both and MNCs, including Coca-Cola, P&G, USD/PHP of Clark Air Force Base. conducted two rounds of “Delphi” polling members were 35

economic recession and a devalued , , Facebook, and American 30 Asian Global sessions that were designed to discover the severely affected Financial Financial Crisis Crisis Philippine peso, some consortium Express. The unified Philippine Stock 25 (1997-1999) (2007-2011) preferences of consortium members. The by the Asian Metro Pacific-led consortium bought a 150-hectare site members that had purchased smaller Exchange opened at One Bonifacio in 20 95 95 95 95 96 96 96 96 97 97 97 97 98 98 98 98 99 99 99 99 00 00 00 00 01 01 01 01 02 02 02 02 03 03 03 03 04 04 04 04 05 05 05 05 06 06 06 06 07 07 07 07 08 08 08 08 09 09 09 09 10 10 10 10 11 11 11 11 12 12 12 12 13 13 13 13 14 14 14 14 15 15 15 15 16 16 16 16 17 17 17 17 18 18 18 18 19 19 19 19 20 polling sessions were conducted with the Financial Crisis. ------Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Oct plots were unable to fulfill land 2018, further cementing BGC’s position as Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan Jan external planning leader raising questions Initially assuming payment obligations and opted to sell a premier centre for business and finance. Evolution of initial master plan and participants then voting electronically their land. In 2003, one of the coun- The area is also home to a number of From the beginning, Metro Pacific and its without any discussion. Each consortium try’s top real estate developers, Ayala prime retail and residential facilities as consortium partners set an ambitious goal to member had an equal vote regardless of their Land Inc. (ALI), together with Ever- well as five-star and business hotels Built Gross Floor Area ('000 sqm) build a world-class central business equity ownership percentage. After the first green Holdings Inc. (EHI) took over the including Shangri-La at the Fort, The (CBD) that would be a draw for regional round, a development concept was formed 9,000 FBDC’s 55 percent stake by acquiring Grand Manila, Ascott, and the headquarters of multinational corporations based on the polling results, and after the 8,000 the controlling shares from Bonifacio recently expanded Seda. (MNCs). The plan laid down a Floor-to-Area second round, the planning lead wrote a 7,000 Land Corporation (BLC). Incorporating many global best practices Ratio (FAR) of 8, or around 12 million square development brief that established key 6,000 requirements for the designated planning Today, BGC is 65 percent developed, and with a daily population of almost one metres of GFA on completion, featuring a 5,000 firm Hellmuth, Obata + Kassabaum (HOK). with 7.8 million of the planned 12 million people, BGC is now one of the wide range of uses including residential, 4,000 million square meters of GFA already Philippines’ most valuable developments. office, retail, together with institutions such 3,000 as schools and museums. Initial years and Asian Financial completed, creating a total of 204 The creation of a large, successful, 2,000 operational buildings as of July 2019. high-density, mixed-use, master-planned Crisis To achieve this, the consortium leveraged 1,000 Having significantly contributed to the community is a major achievement for a foreign expertise to guide them through the The first few years of FBDC’s operations were - country’s growth in the IT and profes- developing country which until recently initial planning process. Shortly after land productive, with several joint venture (JV)

sional service sectors, BGC has had a limited number of large-scale 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 acquisition in 1995, the planning advisory companies established with leading global emerged as the country’s second- development projects. team took a group of executives and repre- groups. These included a JV with Veolia Water, Office Residential Retail / Entertainment Inst/Edu/Others largest CBD, just behind Makati. It is sentatives of consortium members on a the world's largest supplier of water services,

2 Bonifacio Global City (BGC), Metro Manila, Philippines casestudies.uli.org casestudies.uli.org Bonifacio Global City (BGC), Metro Manila, Philippines 3 in the 1996 land sales were hit by the devalua- Development density Zoning plan matures, FBDC continues to make 2. A city that works tion of the local currency. Unable to make adjustments to meet the changing payments or additional equity contributions, needs of a young, dynamic market. -Underground utilities they opted to transfer their lots to other Currently, a number of workers’ All power, telephone, and fibre-optic investors. Ultimately, in the depths of the co-living dormitories have been newly cable lines are located underground. country’s economic crisis in 2003, financial built for young professionals who have constraints forced Metro Pacific to sell their yet to buy their own properties locally -Drainage system controlling interest to ALI and EHI. and face long commutes as a result of Leveraging the natural contours of congestion in Metro Manila. Also, the site, rainwater is directed to its two From 2003 to today FBDC is evaluating construction of a lowest points and then to the nearby BRT line, an interceptor parking lot in With ALI and EHI now at the helm of BLC, . the northern part of the site, and FBDC substantially revised key items in the  creation of a one-way street system. An underground drainage detention master plan. Perhaps the most significant and Moreover, according to the govern- structure was built that can hold up to visible of these was the replacement of the ment’s plan, BGC will be connected to 22 million litres of water. This is then original concentric street network in BGC’s city the country’s first line that is gradually released to the to centre with a grid-based system. According to due to be constructed in the next few prevent flooding. interviews with FBDC management, use of a years. concentric street network meant that the shape -Water and sewage system of land plots was irregular and therefore Four key goals of FBDC Managed by Bonifacio Water, the difficult to develop. In addition, it was unable system comprises four water tanks to absorb vehicular as efficiently as a FBDC’s four key goals and specific ranging from 3 million litres to 29 grid-based system. In the revised plan, details of how they were accomplished million litres. individual land lots became rectangular in are set out below. Pedestrian system plan -Vehicular access plan shape and were reduced in size to plots The wastewater system consists of a Locations of curb cuts on each developable treatment facility located outside BGC. averaging around 1,600 to 2,000 square 1. Invest in a neighborhood metres. Another change was the abandonment lot are designed to minimise impact on both of a planned tram, which was considered too the streetscape and traffic. -Power system promenade quickly became popular with -Density-controlled environment: expensive and impractical. Mass transport Curb cuts normally not located within 12 Includes four substations spread around the residents and workers in the area, even FARs range from 6 to 18. provided by privately-run BGC Buses became meters of an intersection. periphery of BGC to ensure continuous supply. attracting visitors from nearby communities. It the preferred option. An interceptor parking lot Retail components are allowed only up to a has been credited with priming and energising on the periphery of BGC was also added and is maximum FAR of 3 for mixed-use lots. the entire area, thereby boosting potential currently in the planning phase. Buildings with residential components must development interest in BGC. have a minimum FAR of 4. In addition to revising the master plan, FBDC Over the past 13 years, BGC’s development Underground utilities masterplan prioritised development of a kilometer-long has been so rapid that it now rivals Makati as -Zoning plan retail and lifestyle , starting in 2007 the country’s leading CBD. Currently, it has Residential zones are located on the west that stretched from Market! Market! to The over 7.8 nearly 8 million square meters and side near Forbes Park and Manila Golf, a quiet Mind Museum. The proposed boulevard office use representing 3.7 million and 2.8 area with good views on the western side. featured brand stores and food and beverage million square meters respectively. With outlets set in a vibrant park with interactive Most active parts are along High Street. international schools, two five-star hotels, artworks. High-end offices would occupy its Open spaces and landscaped areas are three business hotels, and a 630-bed high- upper floors. The boulevard has yet to be evenly distributed. quality hospital, as well as a significant developed as originally conceived, however, number of retail shopping centres, urban parks due to lack of transport infrastructure and low -Pedestrian system plan and sporting facilities, BGC enjoys a full range demand for office space in the initial stages of of amenities. It is unmistakably a highly BGC has an on-grade pedestrian network the project. What was therefore originally functional “work, live, and play” community. wherein certain developable lots are required to planned as an epicentre superblock featuring place pedestrian arcades at certain locations. BGC’s highest is currently a series The Future For the purposes of maintaining uniformity of single, two- to three-story interim buildings throughout BGC, arcades follow certain design running along a linear green and open space. BGC still has another 4 million square metres criteria. Known as , this retail of GFA waiting to be developed. As the project Arcaded street which is common throughout BGC

4 Bonifacio Global City (BGC), Metro Manila, Philippines casestudies.uli.org casestudies.uli.org Bonifacio Global City (BGC), Metro Manila, Philippines 5 -Traffic and neighborhood monitoring system Includes CCTV and a traffic monitoring network. Bus monitoring and management systems tracks all buses, providing arrival and other information to passengers and optimising bus deployment.

-Estate Services Each lot buyer automatically becomes a member of BGC Estate Association. Property management is handled by Bonifacio Estate Services Corp. Scenes of Bonifacio High Street Location of key facilities along the central area 3. Designed for people, with open space and active street life prioritised artificial turf soccer field open to public. another key challenge by a number of principles that called for the project to be both the consortium and FBDC executives had -Mixed-uses BGC Greenway: located along the western interviewees. With the consortium setting mixed-use, -oriented, dense with ambitious aspirations to develop BGC as a Over 15,000 residential units. boundary, it forms a 1.6 km-long public high standards for the finished product, it usable open space, and feature high- high-quality CBD site that would attract MNCs. space for walking and jogging, as well as needed to hire a large number of foreign quality design and construction Various interviewees involved in the project A long list of leading global firms as providing safe evacuation areas. experts and form joint ventures with leading guidelines:It was evident from the start that from its early years also expressed positive office tenants. global companies to ensure goals were met. Nine international educational institu- 4.A city with a soul As a result, costs were significantly higher tions. than if it had hired talent locally. This created Bonifacio Art Foundation Inc. runs a range of State-of-the-art 630-bed St. Luke’s significant financial pressure, especially cultural and arts-based activities. The founda- Hospital. during the Asian Financial Crisis, when land tion’s most important contribution has been  sales came to a halt. Hotels (Shangri-La, Grand Hyatt, Ascott, construction of the BGC Arts Center – the area’s Seda). first stand-alone flexible theatre – that now The relative inexperience of the controlling serves as BGC’s centre for arts and culture. The shareholder, especially in the area of retail -Revised master plan Centre can accommodate an audience of 500 property development, was also mentioned Provides a more pedestrian-friendly and features retractable seats and a landscaped as a key challenge. One developer with design and improved traffic circulation, amphitheatre that serves as both a public park multiple projects in BGC mentioned that creating more regular-shaped as well as and an outdoor performance and events venue. construction of a good shopping centre in smaller land plots. The foundation has also funded a public arts the initial years would have not only created a convenient facility for residents and 3X3 grid system at the city centre programme that has created over 60 public -Bonifacio High Street workers but also been a visible confidence provides efficient and easily understandable artworks throughout BGC, making it a truly One-kilometer promenade consisting of boost for potential investors. vehicular traffic circulation. Instagram-worthy city. continuous low-density retail and entertain- Lastly, some interviewees mentioned that East-west pedestrian access through ment with green open space in the middle. although the built area under control of FBDC Bonifacio High Street. Key challenges Easily accessible on foot from all parts of has maintained high standards and adhered The previous use of the site as a military Around 34 percent of total area devoted to BGC, High Street is the main centre of to strict design and construction guidelines, base posed a number of challenges. First, open space that is strategically distributed activity. development of plots in surrounding areas there was limited road access to adjacent within the city has not always met the same high standards. At the western end of High Street is Mind areas, requiring heavy investment in Museum, a LEED Gold-certified science -Key public buildings and parks construction of access roads during the museum. project’s initial phase. Second, discovery of BGC’s current success was due to Performing-arts theatre with 500 seats. buried ordinance in unexpected parts of the the following factors: Central Plaza and Amphitheatre. -Sports facilities site meant construction was often halted. --The original owner group adopted an Terra 28th, a family-oriented park. Track 30th and Turf BGC, the country’s first A limited local talent pool was cited as ambitious plan featuring a defined set of Park below which the main rainwater detention tank is buried

6 Bonifacio Global City (BGC), Metro Manila, Philippines casestudies.uli.org casestudies.uli.org Bonifacio Global City (BGC), Metro Manila, Philippines 7 interviewees, the consortium formed a special team headed by a tree specialist. BGC also has a large number of open spaces evenly spread out, providing space for fitness, events, and respite from day-to-day hustle and bustle. One such space is the BGC Greenway, a 1.6 km along the western boundary between Manila Golf Course and residential compounds inside GBC. These green spaces are maintained to high standards and collec- Walkable street tively form the longest urban park in the metro Night scene in an arcaded space of an office tower. Market! Market! Main transportation hub in the eastern area. end of BGC -Clean construction sites, high and aspirational goals, such as: “BGC: Life as it consistent quality of design and construc- should be”, or “Land is not inherited from our made land too expensive for mid- and festivals, or art shows. Also, many high-quality tion: From the start, the consortium imposed forefathers - rather, it is borrowed from our small-sized developers. The implementation of public art works and murals are featured on the clear design and construction guidelines for Green Walkway children.” Many interviewees said that the a street grid and the subsequent reduction of sides of BGC buildings, funded by Bonifacio developers buying land plots. The guidelines six-city international study tour for a group lot sizes, together with the strong reputation of Art Foundation Inc. (BAFI), which in turn is include design requirements for arcaded of key executives and representatives of the the new consortium leader, strengthened backed by a certain portion of land sale streets and ceiling heights, allowing sky consortium was critical to formulating the market confidence, boosted land sales, and led proceeds. BAFI has also built a world-class walkways to be constructed on 2nd floors to master plan. Subsequent discussion to greater vitality. science museum as well as a performance connect buildings. While, at any given time, a sessions led by experienced outside auditorium, enriching both science and arts dozen or more construction projects are in -The creation of Bonifacio High Street, a planning professionals were also important, pursuits in the city. progress, (involving nearly a million square while the creation of detailed design and retail and lifestyle boulevard in the centre meters of GFA under construction as of construction guidelines ensured that high of BGC, has significantly energised the -An emphasis on green and walkable envi- writing), the overall environment of BGC has From the start, FBDC heavily and uniform standards in terms of design and area and helped position it as an alterna- ronments: remained clean and orderly. construction were met. tive to existing CBDs: Built in 2007, invested in creating an environmentally Bonifacio High Street is a retail promenade in friendly, green, and walkable environment. -Plan for evolving uses and increased -The Philippine government played an the heart of BGC running from east to west. BGC has a large number of well-landscaped density over time: According to the revised important role by setting clear objec- The basic form of Bonifacio High Street is two parks and streets with a wide range of mature master plan, sites along High Street will have tives for BCDA, including using land rows of one- and two-story buildings, mainly trees and other vegetation. According to some BGC’s highest FAR, which in practical terms productively and the creation of jobs and for retail and food and beverage use, with supporting infrastructure: BCDA did not green open space in the middle. With 142,000 Public art work square metres of GFA, it is the most recog- nised and visited area within BGC. Protection from tropical sun and rain is provided by trees want to create another exclusive -The takeover of FBDC by ALI and EHI led and awnings that shelter the wide sidewalks, low-density residential to an infusion of capital, better opera- with regularly-spaced green areas serving as neighborhood like the adjacent tional experience, and a revised master- venues for many cultural, musical, and active Forbes Park. Prior to the land plan well suited to the local context: A lifestyle activities. sale to the initial consortium, it number of interviewees credited the new therefore performed a study leadership of FBDC for the success of BGC. -An active community development setting out initial goals One of the key changes to the original master programme has been fostered by the including a mandate for plan was the replacement of the original estate service company: As one interviewee mixed-use and high-density concentric street form in the centre of BGC it: “We cannot live in a city of gold in a city of facilities. Also, BCDA facili- with a grid pattern. One developer commented poverty”. To reach out to the wider community, tated and partly funded con- that the concentric street form created irregular the consortium has put an emphasis on struction of access roads such as plots that were difficult to use in terms of engaging the whole spectrum of society in the fly-over to Makati and a ramp design and construction, especially for activities within BGC. On any given day, a along C-5 that is now the main access unsophisticated developers. Also, large plot number of local events are likely to be in road along the eastern border of BGC. sizes (at an average 3,000 square metres), progress, including as street concerts, food Residential and retail & entertainment neighborhood

8 Bonifacio Global City (BGC), Metro Manila, Philippines casestudies.uli.org casestudies.uli.org Bonifacio Global City (BGC), Metro Manila, Philippines 9 means they should feature the tallest towers. cantly more expensive to hire than local co-living facility inside BGC called The Flats However, realising that transport infrastructure professionals. 5th Avenue that now has close to a thousand 372 and the volume of new office take-up were residents. 988 7,852 2019 3,686 -Make necessary changes in a timely 2,806 insufficient, and given also the need to create manner if macro environment changes: A pedestrian-friendly retail and entertainment 324 860 860 2018 2,442 3,208 3,208 number of interviewees commented that when 6,834 options, FBDC decided to build low-density the Asian Financial Crisis began in 1997, the single or two-story buildings along the central 321 consortium failed to recognise the severity of 849 6,242 2,132 2017

east-west axis s an interim measure. Undevel- 2,940 the crisis. As a result, it was slow to adjust the oped sites have also been actively used to hold master plan and reduce operating expenses 321 public events and for public parking. Once 844 2016 1,927 6,032 and investment in infrastructure. 2,940 construction of more robust mass transport infrastructure is completed, High Street and -When planning transportation infrastruc- 740 299 1,655 5,025 2,331 nearby mid-density lots can be redeveloped ture, do not over-rely on completion of 2014 into significantly higher-density buildings. planned government mega projects like 281 633 2,161 4,135 2013

mass rail transit. Instead, plan for less 1,060 Lessons learned expensive and practical alternatives: The initial plan relied heavily on a planned railway 623 820 268 2012 3,761 -Secure sufficient long-term funding in 2,050 that would connect BGC to Makati, the main line with the life of the development plan: CBD, and ultimately to Clark Air Force base. 339 235 In the early years, the consortium lacked a 353 1,318 2010 This plan was scrapped following the start of 2,245 long-term funding plan. Instead, it relied on the Asian Financial Crisis, but the master plan contributions from consortium members, 174 315 135 was not subsequently revised to improve road 735 1,359 together with proceeds from land sales to fund 2008 access into the area. infrastructure investment and operations. A 85 310 135 number of interviewees mentioned that the 522 1,052 2007 requirement for full payment of the land Ongoing improvements

purchase price within 3 years, in the context of 56 132 273 347 -Transportation: Ironically, the efficient street 808 a project expected to last 20 years, created grid system within BGC has led to a significant 2006 undue financial pressure from the outset. volume of pass-through traffic entering the 38 317 719 131 Excess leverage, together with an overreliance 233 area. Commuters travelling past BGC often 2004 on foreign-currency debt, further destabilised choose to drive through rather than use 42 38 111 207 operations of both the consortium and the adjacent highways along the periphery. As a 398 2002 overall project. Subsequent sales of smaller result, according to FBDC, pass-through traffic plots by consortium members further aggra- 16 21 represents about 70 percent of BGC’s total 23 207 267 vated the problem. vehicular traffic count. The resulting traffic glut 2001

has led the FBDC to initiate plans for “inter- 4 5 9 -When embarking on a large-scale ceptor” parking garages at key road entry master planned community project, 2000 points. It is also studying implementing a Bus

ensure there are participants with 4 4 (BRT) system. That said, car relevant experience and expertise in key traffic is expected to decrease once the 1999 areas: Some interviewees commented that in newly-initiated subway construction project its initial phase, the project would have that will connect BGC to other key population benefitted from a major participant with centres in Metro Manila is complete. strong retail property development back- ground. A successful retail shopping centre -Co-living spaces provide new worker would probably have made living or working housing: IT and professional service out- in BGC significantly more convenient and sourcing have become the biggest source of attracted more investors and buyers. In new office demand for BGC. To meet the needs addition, given the limited local talent pool,

of its young workers, a number of developers (‘000 SQM OF GFA) OFFICE RESIDENTIAL RETAIL / ENTERTAINMENT INST/EDU/OTHERS ACCUMULATED BUILT GROSSBUILT FLOOR AREA FBDC had to rely on large numbers of are now building dormitories in the area. For PROJECT INFORMATION PROJECT expatriate professionals who were signifi- example, FBDC has developed its own

10 Bonifacio Global City (BGC), Metro Manila, Philippines casestudies.uli.org casestudies.uli.org Bonifacio Global City (BGC), Metro Manila, Philippines 11 ULI CASE STUDIES The ULI Case Studies program highlights and showcases innovative approaches and best practices in real estate and urban development. Each case study provides detailed information regarding the ideas, About the Urban Land Institute plans, process, performance, and lessons learned for the development project. Each The Urban Land Institute is a global, member-driven organization comprising more than 48,000 also includes project facts, timelines, real estate and urban development professionals dedicated to advancing the Institute’s mission financial data, site plans, photos, location of providing leadership in the responsible use of land and creating and sustaining thriving maps, and online videos. The new ULI communities worldwide. Case Studies program is the revitalization ULI’s interdisciplinary membership represents all aspects of the industry, including developers, of a program begun in 1971. For more property owners, investors, architects, urban planners, public officials, real estate brokers, information, visit the ULI Case Studies appraisers, attorneys, engineers, financiers, and academics. Established in 1936, the Institute website at casestudies.uli.org. has a presence in the Americas, , and Pacific regions, with members in 90 countries. The extraordinary impact that ULI makes on land use decision making is based on its members sharing expertise on a variety of factors affecting the built environment, including urbanization, demographic and population changes, new economic drivers, technology advancements, and environmental concerns. Peer-to-peer learning is achieved through the knowledge shared by members at thousands of convenings each year that reinforce ULI’s position as a global authority on land use and real estate. Drawing on the work of its members, the Institute recognizes and shares best practices in and development for the benefit of communities around the globe. More information is available at uli.org. Follow ULI on Twitter, Facebook, LinkedIn, and Instagram.

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