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Philadelphia A New Kind of Global City

20 40


This volume is one of a three part series of the Philadelphia 2040 Studios, conducted by University of Pennsylvania School of Design. The accompanying volumes are:

City of Neighborhoods, and The Green + Mobile City.

Acknowledgments The members of the Philadelphia 2040: A New Kind of Global City would like to thank the following people for their insight, feedback, and support in this challenging and rewarding endeavor: Clients: The City of Philadelphia: Andrew Altman Rina Cutler Alan Greenberger Mark Alan Hughes The other Philadelphia 2040 Studios: A City of Neighborhoods, and The Green + Mobile City Philadelphia 2040 Studio Instructors: Richard Bartholomew Alan Greenberger Jim Kise Harris Steinberg

Tom Morr, Select Greater Philadelphia Peggy Amsterdam, Greater Philadelphia Cultural Alliance John Landis, School of Design, University of Pennsylvania Marilyn Taylor, School of Design, University of Pennsylvania Kate Daniel, School of Design, University of Pennsylvania ii

Spring 2009 Studio Team: Alia Burton Sarah Fisher Mary Itz David McCarthy Linda Meckel Andrea Nair Amina Omar Nicole Parillo Julie Thompson Eliza Valk Chris Witt


Contents Statement of Purpose........................iv Introduction........................................7 What is a Global City?........................11 Existing Conditions............................15 A Better Life......................................27 Getting to 2040.................................31 Conclusions.......................................47

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Statement of Purpose What will tomorrow hold for Philadelphia? We can decide today.

“Philadelphia’s particular magic may lie precisely in the way ... it allows its admirers to dream. It’s in the combination of what it isn’t and what it was that emerges what might be.” - Nathaniel Popkin The Possible City: Exercises in Dreaming Philadelphia In 2009, Philadelphia is on the verge of becoming a living example of the best reasons to live in cities. To get there, it needs a vision, one that enables the city to look beyond what it isn’t and imagine what it might be. A vision helps capture the potential of a city’s leadership and people. It fires the collective imagination and provides a clear view of how the future can take shape.

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Why a Vision? The power and purpose of a vision is to fundamentally shift Philadelphians’ perceptions of their own city, and instill in them a belief that progress is not only possible; it is inevitable. Philadelphians know their history and the many ways in which the city continues to struggle, but trend is not destiny. Destiny is shaped when engaged citizens and thoughtful leaders come together to plan the future of their city. It has happened before, and it can happen again.

The Visions The three visions produced by the Philadelphia 2040 studio provide frameworks for such change. Following these three vision plans to the letter is not the intention of their authors. They are guides, determining directions for growth, progress and transformation. More importantly, they set a high standard for comprehensive thinking and strategic planning. Implementing the elements detailed in these visions will require dramatic changes in policy, on a citywide as well as a regional level. Building new partnerships, for instance, will be crucial for developing signature public spaces, improving infrastructure, and creating a better place to live for all Philadelphians. Government can take the lead in these joint ventures, but critical contributions must come from the private sector. These three visions—A New Kind of Global City, A Green + Mobile City, and A City of Neighborhoods—present three distinct, but not exclusive plans for Philadelphia in 2040. It is our hope that the ideas and images presented herein will inspire not only our leaders, but Philadelphians themselves to join us in dreaming of what the future of this city might be.

- Philadelphia 2040 Studio May 2009

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A Global Future for Philadelphia


Introduction As a global city in 2040, Philadelphia attracts people, investment, ideas, and innovation from every continent, while remaining firmly rooted in its own authentic culture, creating the highest possible quality of life for its residents. By investing in becoming a city that is educated, entrepreneurial, and equitable, Philadelphia will emerge as an engaged, competitive participant in an international network, connected to other cities vital to the global economy.

Today In 2009, more than half the world’s population lives in cities. Rapid globalization has made cities the most attractive places to live for many, particularly in global cities. Global cities have importance and meaning on the worldwide scene, and are part of an international web of commerce, immigration, and culture. Yet for some, these cities can also be places of inequity, environmental degradation, and few opportunities. While many residents benefit from the global connections offered by their cities’ place in the world, others struggle to access the advantages these places can offer. Philadelphia will address these challenges.

The Vision This vision, Philadelphia 2040: A New Kind of Global City, provides a framework for Philadelphia to evolve into a city that is globally significant but rooted locally. Residents, immigrants and visitors will all benefit from a better business environment, higher quality education, and broader opportunities to gain vital skills and advance in the workforce. Philadelphia can achieve this vision of a global city by investing in three crucial contributors to the city’s competitive advantage and quality of life:

Education Entrepreneurship Equity 7


In order to provide focused and effective strategies within these sectors, the plan examines Philadelphia in 2009 through five lenses:

Institutions Business Transportation Livability Natural Environment With the city’s current context established, the vision plan presents targeted yet comprehensive tools for increasing educational attainment, opening doors to business and entrepreneurs, and helping Philadelphia’s workers gain access to opportunities previously out of reach. Finally, the vision plan imagines Philadelphia in 2040 through the same five lenses, showing how education, entrepreneurship, and equity have raised the quality of life for all Philadelphians and reinvented the city as an active player on the global stage. As urban populations grow and transform, cities must make crucial decisions about how to best harness this change for the benefit of both current and future generations. In 2009, Philadelphia has the unique opportunity to define its future in ways that will reverberate not only locally, but globally as well.

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London

San Francisco

Tokyo

Melbourne

Paris

New York Philadelphia

Amsterdam

Madrid Buenos Aires

Mexico City

Copenhagen

In 2040, Philadelphia is a participant within the global network.

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A Global City

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What is a Global City? Global Cities Global cities are a phenomenon as old as human civilization itself, dating back to Alexandria, Rome and Teotihuacan. However, in their modern form, global cities are increasingly emerging as vitally important hubs for the international supply chain, as well as drivers of innovation and cultural life. To define this sometimes controversial and shifting term, a variety of sources were consulted, most notably sociologist Saskia Sassen and reports on global cities by Foreign Policy Magazine. From this research, a global city is defined as:

A city that has importance and meaning on an international scale. It draws its strength and identity from multiple characteristics. A city that is part of an international web that links one to another, and exists in many ways independent of local and national boundaries. It has a special relationship to other global cities and the world at large. Global cities also display five primary characteristics that distinguish them on the global stage. Being global is often regarded as a positive development for a city because of the wealth, status and investment global cities tend to attract, but this vision plan also includes a more critical approach to global cities to uncover the poverty, inequity and segregation associated with them. A New Kind of Global City uses this approach to identify the positive characteristics of global cities that Philadelphia currently lacks while avoiding these negative characteristics in creating its vision of a globally competitive Philadelphia in 2040.

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Diverse Populations One of the most prominent characteristics of global cities is their highly diverse populations. Diversity in this context means:

Los Angeles, CA, USA.

High levels of international and national immigration

Diversity of industries and economy so that cities can compete on the global stage in a variety of ways

Diversity of contrasting populations, including the wealthy and the poor, bankers and artists, and the elderly and the young

While the diversity of global cities offers hope for greater cross-cultural understanding, many global cities are unfortunately characterized by conflict between ethnic groups. The recent riots by poor immigrants in the inner suburbs of Paris are a reminder of this potential for conflict. In the United States, cities with high immigrant populations are increasingly divided as the national immigration policy debate becomes more heated.

Internationalism

Shanghai, China.

Spatially and physically, global cities are distinguished by their general adoption of a generic international style of architecture and planning that appeal to multi-national corporations and immigrants seeking a uniform business environment. One can literally drop into many global cities and not know where one is because of their uniform appearance. Architect Rem Koolhaas described this phenomenon in his essay The Generic City, “Close your eyes and imagine an explosion of beige.” The process of creating a global city often requires the disruption or destruction of local cultural assets, historic districts and defining characteristics.

Interconnected

Shanghai, China.

Global cities have excellent connections – in transportation, communications and culture – to other global cities and to their surrounding regions. The forms of interconnection must be able to move people and information quickly between locations and to a wide variety of places across the world. Highspeed rail, fast and efficient airports and high-capacity fiber-optic networks are increasingly necessities for global cities to remain competitive. Unfortunately, governments have struggled to keep up with the need for infrastructure investment and many global cities are notorious for their traffic congestion and subsequent pollution, both of which negatively impact efficiency and quality of life.

*All Photos from are from an exhibit at the Tate Modern Museum, http://www.tate.org.uk/modern/exhibitions/globalcities/default.shtm.

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Webs of Commerce Most global cities that were historically mercantile are now the entry points of the global supply chain, a web that trades in capital, information and ideas. Global cities are the distributors of global capital and information flows, and serve as the “command and control” points for multi-national corporations. Additionally, certain global city-regions like Silicon Valley have emerged as massive concentrations of technology generation and idea-generation. In short, global cities are the places where ideas are formulated, decisions are made, and deals are struck.

London, England.

Rich/Poor Disparity The final characteristic of global cities is an abrupt and obvious rich-poor disparity due to the unbalanced distribution of winners and losers that characterizes the global economy today. Many global cities have become the playground of the global elite, who have constructed multi-million dollar homes, supported world-class institutions and grown a vast spread of luxury goods and services. While this process has undoubtedly benefitted and breathed life back into many declining cities, the global elite concurrently depend on the masses of low-wage service laborers who work as nannies, nurses, waiters and janitors. The spatial implication of this structure in global cities has been pockets of wealth surrounded by slums of poverty. The severity of this disparity varies by city and level of national social welfare, but global cities invariably suffer from the twin pressures of gentrification and disinvestment.

Sao Paulo, Brazil.

This framework for defining and describing global cities ultimately informs this vision of a Philadelphia as a new kind of global city. Global Philadelphia builds on the positive aspects of global cities – job opportunities, international fluency and global connections – while avoiding the negative impacts of architectural monotony, inequity and sacrificed quality of life.

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Philadelphia in 2009

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Existing Conditions Philadelphia boasts long-standing and remarkable assets for the region as a whole. These strengths are broken into five broad elements, each comprising of a number of sectors within the city’s economic, cultural and social fabric, which together lever Philadelphia into a dynamic position within the region.

Institutions Business Livability Transportation Natural Environment These categories hold a wealth of assets, and, in 2009, they have the potential to catapult the city onto the global stage, while remaining grounded in a solid foundation of inherent resources and historical precedent, and drawing from local ingenuity and innovation.

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Institutions Philadelphia’s institutions form one of the city’s strongest attractions, drawing people from all over the region, country and world through the quality of its arts, medical care, universities, research amenities, and historical heritage.

ARTS Arts and cultural organizations in Philadelphia are a significant and vibrant asset for the region. In comparison with cities on the East Coast and Midwest, Philadelphia boasts a higher density and proportion of arts and cultural organizations in its downtown area than Washington D.C., Boston and Chicago, following only behind Manhattan. Ticket prices are also more affordable, and with attendance

over 15 million visits a year Philadelphia attracts visitors from the region and beyond. In particular, the Avenue of the Arts is a thriving center for excellent performance arts in the city. Home to the internationally-known Pennsylvania Ballet and Philadelphia Orchestra, the Avenue of the Arts serves as a corridor of additional cultural amenities, providing a host of fantastic restaurants, shopping and accommodations. Its immediate physical area is home to more than fifty arts and cultural organizations, and supports over 6,000 jobs. However, with sharp drops in federal funding for the arts since 1995, state funding has laudably increased ninefold. Unfortunately, 40% of these organizations are still running on a deficit and struggling to stay afloat.

proportion of arts & culture non-profits in central business district, 2006

15%

14%

mid-town manhattan

philadelphia

10% chicago

8% washington, dc

5% lower manhattan

density of arts & culture non-profits per square mile of the total number of arts organizations in central business district, 2006

305

density per square mile

1361

203 432

72

62

55

54

344

368

295

157

boston

chicago

total organizations in cbd mid-town manhattan

lower manhattan

philadelphia

washington, dc

Source: Greater Philadelphia Cultural Alliance 2008 Portfolio

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references: Greater Philadelphia Cultural Alliance 2008 Portfollio

MEDICINE Regarded as the birthplace of American medicine, Philadelphia is home to numerous world-class medical facilities, including the best children’s hospital in the United States , the largest hospital in the western hemisphere devoted to eye care, and five prestigious medical schools producing over 830 doctors a year. The city also lays claim to a numerous “firsts,” including the first hospital, the first medical school, the first pediatric hospital, the first apothecary, the first surgical amphitheater, and the first cancer hospital among others. Today, six prestigious Philadelphia area hospitals – The Children’s Hospital, Fox Chase Cancer Center, Pennsylvania Hospital, Temple University Hospital, Thomas Jefferson University Hospital and Hospital of the University of Pennsylvania – offer their services to the international community.


UNIVERSITIES

Locations of Institutions in Philadelphia

With 92 colleges and universities in the region, Philadelphia is a hub of education and is home to some of the most highly ranked institutions in the country. Not only do these universities affect the education of thousands, but they also shape the physical character of the city. Universities such as Penn, Drexel and La Salle have invested millions of dollars into developing mixeduse and commercial retail around their campuses. In the same way, the proposed Penn Connects plan will strengthen and enhance the connection between Center City and West Philadelphia. Area colleges and universities retain 86% of Philadelphia natives, but only 29% of the graduates who come from outside of the region to attend school actually stay past graduation. This trend must be reversed in order to reinforce Philadelphia as a center for knowledge-based employment. At present, highly skilled workers make up 43% of the region’s total employment; in contrast, Philadelphia lags behind with only 21% of its population holding a bachelor’s degree.

Major Roads Institutions

RESEARCH Research and innovation have propelled the city since its inception, and have become anchors of the regional economy. Home to the University City Science Center, one of the oldest and largest urban research parks in the United States, total employment in the city’s biosciences was almost 54,000 in 2006. Philadelphia is also a major nexus for research funding, with just two universities bringing in more than $800 million dollars, in 2006. In the five year period from 2001-2006, the number of people working in research and laboratory jobs increased by 29%. This combination of education and

0 0.5 1

funding has made the Philadelphia region a leader in pharmaceutical employment as well.

TOURISM Tourism in the Philadelphia area has increased steadily in recent years, with roughly 29 million domestic visitors in 2007. However, in order for Philadelphia to position itself globally, it must attract many more international travelers, improving upon the 873,000 visits made in 2007.

2

3

Miles 4

Currently, visitors, both domestically and internationally, come to Philadelphia for particular historic sites. Broadening this experience will improve Philadelphia’s image abroad, and visits to Independence Hall, First Bank of the United States, Franklin Court, Christ Church and various other sites enhance awareness of not only the most famous key sites, but also those that impart the rich historical significance of the city.

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Business Chemical Sector Stats: • $81,900 – average wage in chemicals industry in Greater Philadelphia. • $74,100 – average wage in chemicals industry in the U.S Top Chemical Employers in Greater Philadelphia: Dupont, Rohm & Haas, Arkema

Drawing on its remarkable institutional assets, Philadelphia’s businesses stem not only from the research and innovation of the city’s medical and educational centers, but also from a well-situated financial sector. With appropriate steps, these businesses could better take advantage of its strategic location and existing investments.

CHEMICAL One of the Philadelphia’s considerable contributions to the region is its chemical sector. The industry provides the fourth largest employment in the greater Philadelphia area, with more than 36,000 jobs. Combined with its educational assets, the city ranks in the top 10 U.S. metro areas in the number engineering degrees held by residents and boasts a higher average chemical industry wage than in the U.S. at large. Most recently in October 2008, the Chemical Heritage Foundation opened its doors, creating not only a library, museum and conference center for scholars, but also providing world-class collections including instruments, rare books, fine art, and the personal papers of prominent scientists, all related to the chemical and molecular sciences. World Financial Command Index: New York City = 100

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Taylor, P.J. et al. “The Way We Were - Command and Control Centres in the Global Space-Economy on the Eve of the 2008 Geoeconomic Transition”, 2009.


FINANCE The Philadelphia region as a whole has the second highest concentration of finance and insurance employment in the country, and while the city’s financial sector remains important, it is currently a declining part of the city’s economy. The majority of the city’s finance employment is clustered in real estate, insurance and traditional commercial banking, while the region hosts major employers in mutual funds, in Vanguard, and banking, in Lincoln Financial. A key to achieving the 2040 vision will be strengthening Philadelphia’s financial sector. Finance connects the city internationally to global business networks and has the potential to provide a plethora of high-paying jobs to recent graduates, a crucial component to attracting and retaining an educated population. A strong financial sector also reinforces Philadelphia as a business incubator, as start-up companies require venture capital to expand; such capital must be available locally. With the top 20 geographical concentrations of large banking and insurance headquarters dominated by New York City, Western Europe and the United States’ east coast, Philadelphia can capitalize on its central location to become a financial center, growing in tandem with the financial sector of the region.

Center City District and Central Philadelphia Development Corp. State of Center City 2007. Philadelphia: Center City District, 2007

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Livability The city currently has eight registered historic districts, each defined by particular elements and unique distinctions: 1. Diamond Street Historic District 2. Girard Estate Historic District 3. Historic Street Paving Thematic District 4. League Island Park Historic District 5. Park Avenue (Mall) Historic District

One of the most evident positive qualities of Philadelphia is its charming tree-lined streets and alleys, historic neighborhoods, and variety of housing stock. Additionally, the city is relatively affordable in comparison with other major east coast cities. An attractive and walkable city for visitors and local residents, Philadelphia’s character and authenticity is apparent in the variety of distinct districts and local amenities, from the Italian Market to Rittenhouse Square and from Old City to the Museum District.

NEIGHBORHOODS Philadelphia’s neighborhoods are one of the city’s most defining attributes. The unique sense of place these areas offer is welcoming to residents and intriguing to visitors. The neighborhoods have a variety of assets, which allows for a diverse mix of people and a choice of comfortable places to call home. Neighborhoods also vary by age and historical significance, and within Philadelphia, there are eight registered historic districts. Encouraging people to live within historic areas of the city will help to preserve and restore buildings. Additionally, this enhances the city’s attractiveness to outsiders while preserving its resources for current residents and future generations.

6. RittenhouseFitler Residential Historic District 7. Society Hill Historic District 8. Spring Garden Historic District

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Narrow, walkable streets in Center City.


The Mural Arts Program.

Sidewalk Cafes in Center City.

IMMIGRATION Immigration is a critical issue currently facing the nation and the world. It is complex and controversial, but also a key component of any global city. Immigration has the potential to offer a number of positive economic, commercial and cultural benefits for the city of Philadelphia and the region. Perhaps more urgently, in the context of a city facing population decline, immigration is crucial tool for maintaining and building the city’s population. Immigrants also play an important role in a post-industrial city moving towards a knowledge-based and creative economy. The educational attainment and entrepreneurial activity associated with new residents will be critical in Philadelphia’s adaptation to new economic challenges. Despite increased numbers and proportions of foreign-born residents, both the city and region’s positions have fallen in comparison to other cities and regions across the nation. Therefore, Philadelphia will need to take deliberate steps to reap the benefits of a growing and flourishing immigrant population.

William Penn High School.

Carver High School, North Philadelphia.

Nearly 25% of all U.S. residents with PhDs in science and engineering are foreign-born.

Immigrant women represent one of the fastest growing groups of new business owners in the United States.

Temple University.

Shops and Residences on Bainbridge Street. Photos by Chris Witt & Linda Meckel.

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Transportation PORTS The movement of goods is a central component of global connectivity, and Philadelphia is fortunate to have an active deep-water port. It is the fourth busiest on the East Coast in terms of total tonnage and the leading importer of perishables in the U.S., with particular strengths in fruit and cocoa. PORT OF PHILADELPHIA MARKET AREA

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Milwaukee

! !

Chicago

!

!

Buffalo

Boston

Detroit Cleveland

!

!

Akron

!

^

Pittsburgh

!

Indianapolis Cincinnati

!

!

Norfolk

Raleigh

Charlotte

! !

New York

Philadelphia Baltimore

!

Nashville

!

Washington DC

!

!

!

Syracuse

Portland

Atlanta

!

Jacksonville

! Cities within

1 day’s drive

! Cities within

1.5 days’ drive

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Three railroad lines, operated by CSX, Norfolk Southern and Canadian Pacific, serve the port. With I-95 and the New Jersey Turnpike close by, goods transported through the port are easily accessible to destinations across the eastern U.S. Future improvements, including the deepening of the Delaware River channel to 45 feet, the opening of the new Southport freight facility in the Navy Yard and enhancements of current facilities will increase Philadelphia’s competitiveness in the international container trade, making it an excellent portal for freight.

PORT Port of NY/NJ Baltimore Paulsboro Philadelphia Norfolk Savannah Charleston Portland Port Everglades Jacksonville

TONNAGE (2006) 157 Million 42 Million 39 Million 38 Million 34 Million 34 Million 26 Million 25 Million 25 Million 22 Million

American Association of Port Authorities, Port Industry Statistics, 2007.


The current proposals to expand PHL include additional and extended runways, thereby augmenting the capacity and efficiency of the airport overall. This is crucial to creating a respected airport, capable of handling increased levels of anticipated activity and innovation in Philadelphia. Where and how the airport will expand, however, should take into account anticipated changes in climate as storm surge, flooding, and sea level rise all impact PHL, as identified in the University of Pennsylvania’s City Planning fall 2008 Climate Change Studio.

PHL Passenger Growth

k Am tra

Philadelphia International Airport (PHL) functions as both a node of connection with other cities as well as a significant gateway, often serving as the front door of the City. Connecting PHL with prominent international airports is integral to unlocking opportunities currently unavailable. In 2007, Atlanta received the most domestic travelers from PHL, followed by Orlando, Chicago, and Boston. Understanding the interactions between PHL and these destination airports can lead to growth and development in various sectors integral to the development of Philadelphia as a global city.

SE PT AR

1

AIRPORT

Current Buildings Proposed Buildings Runways Transit Lines Station Locations

0.25

0.5

1 mile

The current airport conďŹ guration has limited area for expansion and is prone to climate change impacts. Flexibility for airport growth must be part of the future airport expansion plan.

Currently served international destinations from PHL. Philadelphia International Airport, 2009.

35

30

Millions of Passengers

25

20

15

10

5

1998

1999

2000

2001

2002

Domestic Passengers

560

2003

2004

2005

2006

PHL

2007

International Passengers

Bureau of Transportation Statistics, 2009.

LAS

540

Thousands of Plane Movements

BOS

ORD

-

CLT

ATL

LAX

520

DFW

500

MCO

480 460

TPA

440

FLL

420

Top destinations for passengers from PHL. Bureau of Transportation Statistics, 2008.

400 1998

1999

2000

2001

2002

2003

Plane Movements

2004

2005

2006

2007

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Natural Environment A lush and green city at the height of summer, Philadelphia boasts an extensive open space system, most of which is overseen by the Department of Parks and Recreation. Philadelphia parks consist of over sixty parks and 9,200 acres, the most significant being Fairmount Park. Described as one of the largest urban parks in the country and comprising over half the system’s total acreage, it snakes from the northwest section of the city into Center City itself. Situated between two rivers, the Delaware and the Schuylkill, Philadelphia offers a diversity of landscapes, from the wild and forested woodlands of Wissahickon Creek to the city’s famous five urban squares and Schuylkill River Park, the latter of which is poised for another round of expansion and enhancements. Such investments in public parks and waterfronts improve neighborhoods and promote connectivity, preserve natural resources, mitigate stormwater run-off impacts and heat-island effects, enhance tourist and citizen experience, and provide a public arena for engagement and interaction with the natural world. These environments provide a treasured resource for all inhabitants and visitors, creating an attractive and verdant setting for recreation and health, business and productivity. Investing in these spaces is essential to creating the quality of life that will position Philadelphia as a city of global significance in 2040.

Rittenhouse Square.

The Park at Independence Mall.

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Green Wall, DesignPhiladelphia, 2008.

The Schyulkill River Front Park.

Tree-lined Street in Center City .

All Photos: Linda Meckel

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Vision for Philadelphia in 2040

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A Better Life Philadelphia is one of the most populous cities in the U.S., with tremendous assets to offer the country and the world. Its long history has allowed for incremental growth, resulting in a complex mix of people, business and, most importantly, a true sense of authenticity. As Philadelphia once again reinvents itself from a city that led the nation to a city that is actively engaged on the international stage, it seeks to maintain the characteristics that both residents and visitors value and that create a remarkable quality of life in Philadelphia. This plan defines a clear vision for Philadelphia’s emergence as a global city in 2040. The following statements outline not only what kind of global city Philadelphia will be, but how it will get there.

Philadelphia will be a new kind of global city, internationally significant but rooted locally in its history, people, and environment. Unlike other global cities that are often detached from their local culture, Philadelphia will embrace its unique connection to this asset and will not compromise the needs of its residents in exchange for prominence on the world stage.

Philadelphia will be connected to other global cities through interlocking networks of transportation, telecommunications, business, culture, and innovation. A globally competitive city cannot be isolated from other world cities. To become part of this critical network, direct flights from the airport must be strategically linked to Philadelphia’s global trading partners. Rail must be upgraded to accommodate a modern high-speed system. Indirect connections are built through clear policies that allow for entry into the marketplace and encourage the formation of new businesses and development.

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Philadelphia will be an essential nexus for the movement of goods and people, and a welcoming place for immigrants and visitors. Philadelphia has a unique location along the east coast’s northeast corridor, as well as within the global network. The city’s critical role on the global supply chain will be enhanced through the airport and the port, the two major points for exchange of goods in the city. Additionally, more direct travel routes will enhance the attractiveness for coming to Philadelphia, for both visitors and immigrants.

Philadelphia will be an incubator of world-changing ideas, where the business of tomorrow is born. Creative innovators have driven the success of Philadelphia for centuries. In 2040, fostering innovation through low barriers to entry for new businesses and increasing office and research space will create an environment where ideas are consistently grown into successful concepts and products.

Philadelphia will be a place where all levels of social, financial, and human capital are preserved, perpetuated, and reinvested. Recognizing the strong base of talent within its borders, Philadelphia will work to invest in its entire population in order to best utilize all of its sources of capital. It is a lost opportunity for both the city and the individual when people do not fully develop their own capacities.

Philadelphia will be a city that adapts and regenerates its unique historical assets, creating vibrant, livable places. The city’s already distinct neighborhoods will be strengthened by building on their historic, physical, and aesthetic assets. A mix of uses within each neighborhood will ensure an equal distribution of resources, making all areas of the city attractive and places for anyone to call home.

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Melbourne San Francisco

Tokyo

London Paris New York

Philadelphia

Amsterdam

Buenos Aires

Madrid

Copenhagen

Mexico City Philadelphia inked into the global network.

VALUES and PRINCIPLES Philadelphia will achieve the best possible quality of life for its residents, workers and visitors. The characteristics that make this city so enjoyable for many people did not occur by accident. Proactive steps must be taken to ensure that these characteristics are maintained over time. Three themes lay the foundation for quality of life in Philadelphia. These are: •

Education

Entrepreneurship

Equity

The city will increase the educational attainment of all of its residents, resulting in increased job opportunities and becoming assets to the city as skilled employees. Entrepreneurs will generate new ideas and products, bridge divides between public and private sectors and put Philadelphia on the map for forward-thinking business policies. As the city grows and contracts, its benefits and burdens must be spread equitably amongst the entire population. An increasingly educated and innovative population that shares equally in the rewards and risks of progress is the key to elevating Philadelphia’s status in the global arena.

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Educated, Entrepreneurial, & Equitable

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Getting to 2040 The Three E’s are a policy framework for guiding change over the next 30 years towards the end goal of achieving the vision of Global Philadelphia. The E’s represent in themselves the ingredients that create the conditions necessary for the vision to become reality. Within each “E” is a series of implementable strategies that will lead most directly towards the fulfillment of the vision. The Three E’s are: Educated City, Entrepreneurial City, Equitable City. The Educated City excels in providing superb K-12 education and succeeds in retaining many of the graduates of its universities and institutions of higher learning. Philadelphia currently struggles to provide a quality K-12 education for many of its citizens and fails to retain a significant percentage of its graduates of higher learning institutions. The new Office of Education, with responsibilities relating to both K-12 education and universities, will organize a holistic city response to the dual challenges of the Educated City. This office will also focus on accountability within the school district and teacher’s unions to ensure a high quality education. The interaction between these two branches reinforces the idea that Philadelphia will become an Educated City by encouraging a seamless transition from K-12 schooling to its universities. The Entrepreneurial City is a place of innovation, dynamic job creation and high levels of immigration. Philadelphia is strong in healthcare, pharmacology and life sciences sectors, making it an attractive place to do business. Despite these assets, Philadelphia lags behind in innovation and has faced negative private-sector job growth over the past ten years. It is being left behind as a destination for new immigrants when compared to other large U.S. cities. The consolidation of three city agencies – the PIDC, PCDC and RDA – into a single, powerful quasi-public authority called the Philadelphia Development Corporation will address these challenges. This new authority will be responsible for encouraging innovation and job creation in several Innovation Centers located at key intersections of existing city assets. The Equitable City offers all of its citizen’s access to opportunities for selfimprovement. Philadelphia currently exhibits wide gaps between the opportunities enjoyed by its wealthier residents and the few opportunities open to poorer residents. Opportunity in this section is broadly defined to include job training, education and community resources. The Technology Workforce Council will spearhead city efforts to improve workforce training and development by encouraging collaboration between government, the institutions and the private sector.

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An Educated City To succeed globally, Philadelphia must have an educated populace. This means that it must do a better job of educating its residents and retaining more of the 65,000 students who graduate from its colleges and universities annually. A new City Office will lead Philadelphia’s efforts to become an Educated City. Its scope will encompass both higher education and elementary and secondary education. And its primary responsibilities will be coordination and marketing with the goal of improving the links among Philadelphia’s schools, their communities, and the world. The plan proposes four education programs: TeachPhilly, Community Schools, Office of Knowledge Commons, and University Neighborhoods.

TeachPhilly

How It Works

One of the most critical building blocks of improving educational attainment for Philadelphia residents is its K-12 education. By creating an integrated system of high-quality elementary and secondary education in the city, Philadelphia will not only gain a higher level of success for its current residents, but it will better attract and retain those potential residents who might not otherwise have considered moving to the city.

TeachPhilly is a two-year program through which individuals earn their master’s degree in education while providing much-needed assistance to the city’s school district by teaching for at least two years. It also offers an alternative route to teacher certification in Pennsylvania, allowing teachers to continue their careers after their assignment to a particular school is completed.

One of the best ways to improve Philadelphia’s quality of education is through excellent teachers. By providing incentives for talented people from all walks of life to become teachers in Philadelphia’s schools, the city will create a longterm framework for success for its next generation.

A driving principle behind TeachPhilly is that effective teachers can come from all backgrounds and specializations, not just education. By providing a path to both a master’s degree and certification, the program draws in a diverse array of people with the potential to become effective teachers. Standards for admission to the TeachPhilly program should be high; successful entrants to the program should have a bachelor’s degree as well as a 3.00 grade point average in their undergraduate studies. In terms of how the program is run, TeachPhilly would be a partnership between the city’s newly launched Office of Education, which will design the program and its curricula and hire teachers, and a teaching or education-oriented non-profit organization, which would be responsible for daily operations. The Office of Education can work with the Philadelphia School District to target schools and student populations that can most benefit from having TeachPhilly teachers. In many cases, this will not necessarily be those schools in the direst condition, but

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those that will use new talent and ideas to their highest potential.

Proposed Areas for Community Schools

While TeachPhilly would be a product of city government and non-profit collaboration, its funding could come from any number of sources. One possible combination would be state Department of Education monies paired with grants from philanthropic entities such as the Pew Charitable Trusts or the William Penn Foundation. Regional sources of funds could also be found, since the program could be expanded if successful to neighboring municipalities.

Community Schools Community Schools create a dynamic and reciprocal relationship between existing schools and the communities surrounding them. Additionally, Community Schools will be linked through classes and curriculum, to universities to bridge the gap between high school graduation and college enrollment. By generating mutually beneficial programming and activities that engage students and community members, Community Schools will strengthen the social fabric and capital of the city, allowing Philadelphia to cultivate a high level of academic, social and cultural achievement. Creating a partnership between Philadelphia’s neighborhood associations (NACs, CDCs and all other types of place-based community groups) and the schools they surround not only coordinates the objectives and goals of the associations, but also provides additional administrative support and community investment to manage the program. Members of neighborhood associations know best the internal strengths of their communities and how to utilize those assets. They also know community weaknesses and can advocate

Public Schools Community Schools

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bolstering facilities to support increased activity. A revolving loan fund, established through an endowment from an entity such as the Pew Charitable Trusts or the William Penn Foundation, would provide funding for Community Schools.

How It Works Two types of investment can be used to create Community Schools. The first type provides significant loans as funding, which are allocated to improve, expand or upgrade existing facilities, such as gymnasiums or auditoriums, or to introduce new

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physical changes to the school, such as playgrounds or community gardens. These loans can be repaid by expanding the programming of these facilities to community groups, classes and meetings, and by renting space for events, touring programs like theatre, music and dance productions, or lecture circuits and conferences. Repayment for these loans could also come from the introduction of alternative revenue sources. Examples of these are installing solar panels on schools or tax credits for mitigating the impacts of stormwater run-off in neighborhoods for school rain gardens, which also provide outdoor educational classrooms.

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Temple 33551

University of Pennsylvania 23305

Philadelphia Community College 2060

Drexel University 17656

St. Joseph’s University 7730

La Salle University 6194

Holy Family University 3276

Philadelphia University 3211

3211

Student enrollment at Philadelphia Colleges & Universities.

Univ. of the Sciences 2739

Thomas Jefferson Univ. 2457

Univ. of the Arts 2224

Chestnut Hill College 2062

College Osteopathic Medicine 1617

Moore College of Art & Design

500

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The second investment available to schools and neighborhood associations would be smaller grants used to introduce new programming in the schools. These efforts could include establishing a relationship between community colleges and high schools for advanced classes and professional training programs, or for creating internship, apprenticeship, or work-study programs for students at public or private enterprises. With the creation of Community Schools, local participation and investment in existing schools is amplified, thereby uniting the efforts of neighborhood organizations surrounding the schools while providing a physical locus for student and community opportunities. This would simultaneously broaden the influence of schools to their resident communities, while expanding opportunities and contacts for students, thereby creating an attractive and responsive center for families, community organizations, business, and visitors.

Office of Knowledge Commons Philadelphia is home to 14 universities and colleges, and this richness of higher education serves as a unique opportunity for the city to leverage itself into the global arena. In 2040, Philadelphia will be known for higher educational institutions, government, and business partnerships centered around innovative research and development. The city will have achieved this goal by establishing the Office of Knowledge Commons within the Office of Education.

How It Works The Office of Knowledge Commons would be a partnership between Philadelphia’s higher education institutions and the city government. This office’s goal would be to foster partnerships between business, government and higher education institutions. On an international scale, the office will also form links with other global cities. The Office of Knowledge Commons is both a citywide and targeted strategy. Funding for the office would come from both the city government and the participating higher education institutions. Universities and colleges involved with the Knowledge Commons would provide financial support through stratified funding based upon Equivalent Full Time Student Units (EFTSU). This tiered funding system allows for all institutions, regardless of size and endowment, to be equal participants in the work of the Office. The Office of Knowledge Commons would orchestrate collaboration among universities, as well as between universities and businesses. Through these partnerships, the lines between academia and business and government can become fluid, allowing for collaboration that benefits all institutions involved. The Office of Knowledge Commons would stimulate innovation in Philadelphia’s economy through new business agglomerations and expanded research capacity. Both businesses and students will continue to be attracted to Philadelphia in 2040 because of the universities. Businesses would move to Philadelphia to hire highly educated people and for the opportunity to engage in joint ventures with higher education institutions. The mixture of public and private investments centered on education will make Philadelphia globally competitive in 2040.


University-Neighborhoods In the Educated City, institutes of higher learning are integrated partners with their neighborhoods. In partnership with its colleges and universities, Philadelphia will develop the university districts to create vibrant, diverse neighborhoods. Underdeveloped areas will transform into exciting communities with affordable housing and mixed-use developments. No longer considered liabilities, in 2040, the neighborhoods around Philadelphia’s universities will be desirable and dynamic places to live.

University-Neighborhoods Strategy Applied to Vacant Parcels Surrounding Temple University

Susquehanna

How It Works Temple University is the largest university in Philadelphia, with 34,000 students. Its main campus in North Philadelphia is located between stops on SEPTA’s Broad Street Line and Regional Rail and is less than two miles from City Hall. The campus bustles, but the neighborhoods that surround it are filled with vacant lots and empty houses. There are about 2,000 vacant properties totaling 81 acres within a half-mile of Temple’s campus, with a quarter of these being city-owned. The vacancies are a detriment to the neighborhoods and the city as a whole, but cooperation between Temple and the City of Philadelphia can turn the areas into assets. The city could assemble the vacant land and make it available to Temple, either through a sale at a nominal price or 99-year leases. The university, in partnership with private developers, can refurbish existing housing, build new units and provide commercial properties. Temple has started this process already on land it owns in the area, but by working together, the city and the university can transform the neighborhood.

Cecil B. Moore

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Temple, the City of Philadelphia and neighborhood groups would collaborate closely to plan the changes. As part of the vacant land transfer, the city would mandate that the university and developers provide certain percentages of affordable housing and retail space, while following a set of design guidelines. The conditions ensure that the transformed neighborhood is a place that serves all members of the local community, not just people associated with the university. As they do already, Temple and the city can provide mortgage aid to

university staff, to encourage them to make North Philadelphia their home. The university can pursue innovative student housing models, including schemes in which buildings house both students and neighborhood residents. If implemented in the neighborhoods around all of Philadelphia’s colleges and universities, the UniversityNeighborhoods Connections program will transform large areas of the city. The institutions of higher education will become the centers of thriving, desirable neighborhoods.

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An Entrepreneurial City !

In the midst of the current economic events, entrepreneurs have gained new importance to the economy of Philadelphia and the region. Entrepreneurs contribute significantly to job growth and economic recovery, and have the ability to lift cities from average to world-renown. City-regions like San Francisco and the Silicon Valley, Raleigh, N.C. the Research Triangle, and Bangalore, India, are all example of cities that became globally competitive through entrepreneurship. According to U.S. Commerce Department data, small companies represent 99.7 percent of all employer firms.

Portland

Amtrak Northeast Corridor Line

Boston !

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Buffalo

! !

Philadelphia has led the country in the innovation of ideas, infrastructure and urban design for centuries. A city once known as the “Workshop of the World” can once again be a center for tomorrow’s big ideas. In recent history, Philadelphia’s strategic advantage as a hub of innovation has diminished due to counterproductive tax policies, infrastructure disinvestment, and overly complicated bureaucratic and logistical complexities, all creating high barriers to entry for new businesses. As a globally competitive city in 2040, Philadelphia will have removed these barriers and re-established itself as an ideal location for businesses, both large and small, by becoming an innovation hub, welcoming new ideas brought by foreign and national immigrants and making strategic connections on an international, regional and local scale.

New York

Cleveland

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! Philadelphia

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Current Amtrak connections along the Northeast Corridor.

Transportation Connections !

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Internationally, Philadelphia airport must connect to other strategic international cities. Direct flight destinations need to include Philadelphia’s dominate trading partners, along with, currently growing and increasingly powerful countries, such as China and India.

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¯ Proposed high speed rail corridors connecting to Philadelphia. These include connections to New York, Washington, D.C., and Pittsburgh.

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The Port of Philadelphia will be even more significant to the region with the dredging of the Delaware River, enabling larger container ships to access the city. Intermodal access to the city’s port is essential in a future where energy sources are uncertain. Additionally, Philadelphia has the advantage of being able to utilize and strengthen existing infrastructure, increasing the city’s ability to capitalize on the movement of goods. High-speed rail will be the critical link on the regional scale. The Keystone Corridor, recently supported by President Obama, links Philadelphia, Harrisburg, and Pittsburgh and is one of the top ten high-speed rail corridors in the country in which to invest. In addition, Philadelphia’s strategic location along the Northeast corridor places it at an ideal distance to several major U.S. cities. With a new high-speed rail system in place, trains could reach cities like Boston and Washington D.C. in less than 2 hours.


Local, Regional, Global Local connections throughout the city and region would increase access to regional employment centers and reduce traffic congestion and reliance on cars. The two accompanying Philadelphia Futures studios, The Green and Mobile City and City of Neighborhoods, have developed comprehensive transit strategies that will serve the entrepreneurial needs of Philadelphia by creating better and more efficient connections between job centers.

Connections from PHL to the top destinations on every continent. To increase entrepreneurship in Philadelphia by 2040, it is imperative to make these connections.

Streamlining the Process of Doing Business To effectively implement the components of the Entrepreneurial City, Philadelphia must streamline the process of starting a business to facilitate the creation of new businesses and integrate and empower immigrants coming to the city who have new and innovative ideas.

INNOVATION CENTERS (IC)

WELCOMING CENTER

This is best achieved by combining existing governmental structures in Philadelphia. Currently, there are several entities tasked with similar economic development goals and objectives, but there is no clear or uniform hierarchy. The functions of the Redevelopment Authority (RDA), the Philadelphia Commercial Development Corporation (PCDC) and the Philadelphia Industrial Development Corporation (PIDC) can become one entity, the Philadelphia Development Corporation (PDC). The PDC would take on responsibility for encouraging development within newly created Innovation Centers by controlling tax abatements, planning and creating new zoning codes for the ICs, forming public-private partnerships to create shared spaces and incorporating the Welcoming Center, which will be transformed into a more comprehensive Office of International Relations.

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Innovation Centers Philadelphia Innovation Centers

1. Temple University and Temple Hospital 2. Northern Liberties and Fishtown

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The Four Innovation Centers (ICs) are: • Center City/University City • Temple University and Temple Hospital • The Navy Yard and Port • Northern Liberties and Kensington neighborhoods

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Encouraging agglomeration by industry is a critical component of an entrepreneurial city. Agglomeration plays a key role in maintaining the competitive advantage of existing companies, while also providing appropriate and strategic locations for new businesses. Firms benefit from agglomeration economies for a number of reasons, including the availability of specialized labor pools, information exchange between firms, proximity to key suppliers and consumers, and widespread recognition of an industry cluster by outsiders on a national and global scale. Research has shown that agglomeration economies are particularly important to start-up businesses, which require close relationships with capital providers, researchers and specialized laborers to survive.

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Agglomeration economies in Philadelphia will be created by offering a comprehensive package of benefits called Innovation Centers. These benefits can include tax incentives, simple by-right zoning and shared business incubator spaces in four zones throughout the city. Most importantly, when a company chooses to locate in these zones, they will have a 10-year tax abatement on the Business Privilege Tax, which is currently regarded as a major impediment to business development in Philadelphia. This will apply to either a new business starting in Philadelphia, or an established company moving its workforce into the city. Innovation Centers will be targeted towards the development of specific industries. Center City/ University City will be a hub for large corporations and financial firms and research relating to Penn and Drexel universities. Temple University and Temple Hospital will be a center for medical research as well as small


businesses. The Navy Yard will prosper as a life sciences and biotech research area. Finally, Northern Liberties and Kensington will be home to unique, niche companies in design and consumer products that embody the spirit of Philadelphia’s innovative past. To ensure that these companies maximize their proximity to one another, shared spaces will be a second feature of the Innovation Centers. Shared spaces provide the greatest benefit to smaller companies but can also benefit large firms through the generation of new ideas and networking opportunities. The form and function of shared spaces will vary by industry, but overall give entrepreneurs and start-up companies low-cost access to equipment and resources that are prohibitively expensive for young companies with little capital. These spaces can be shared in common by multiple start-ups and could feature meeting rooms and presentation spaces that encourage entrepreneurs to network and meet potential funders. The newly-created Philadelphia Development Corporation will be tasked with creating public-private partnerships with local developers to construct and operate a range of shared spaces and low-cost research and laboratory spaces that start-up companies can use during their critically important early years. The primary source of funding will be from the businesses within the Innovation Center. A similar structure to a Business Improvement District could be used. Companies located within the district will pay a small fee in exchange for a large benefit that would not otherwise exist if not for such shared spaces.

There are already successful examples of this taking place in Philadelphia in 2009. The Enterprise Center in West Philadelphia will soon be opening the West Philly Kitchen. This place will serve as an amenity to the public by functioning as a restaurant, but its primary function will be to provide a space for small businesses to use equipment that they would not otherwise be able to afford. This example will be replicated, on different scales and specific to different industries, throughout the four Innovation Centers.

The Center City/University City Innovation Center (IC) along West Market Street is the most appropriate IC for high density buildings. The red buildings indicate currently proposed buildings, while the orange buildings demonstrate the future potential buildout that can be achieved.

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Immigration Immigration has historically been a driver of Philadelphia’s success. Outsiders are able to imagine a city in new and different ways from residents, who may have an entrenched vision of their city. Evidence shows that immigrants are more likely than native-born Americans to start a new business and become entrepreneurs. A globally competitive city is ideally comprised of people from all over the world who understand different pieces of the diverse, complex, and changeable globe. However, Philadelphia is falling behind other cities in attracting immigrants. The number of immigrants in Philadelphia has fallen over the past three decades. There are several challenges that face foreign immigrant entrepreneurs. These include: •

Inadequate access to financial resources

Security concerns

Language barriers

Community relations issues

Lack of political advocacy

Lack of networking opportunities

The solution to these challenges is to enhance and augment the current services and capacity of the existing Welcoming Center by transforming it into a more comprehensive Office of International Relations, overseen by PDC. Over the next 50 years, immigrants are expected to account for approximately 66% of the projected U.S. population growth. Philadelphia can position itself to welcome its fair share of this growth by opening its doors to the influx of population through a smooth and efficient process for both foreign residents and businesses.

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Telecommunications

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For Philadelphia to become competitive with other world cities, it must have strong telecommunication connections throughout the city. With a cost estimate of between $15-$25 million dollars, Philadelphia could have a wireless network that would provide access to individual businesses and residences. The city could initially use public dollars to establish the infrastructure of the network. Having the city pay for the infrastructure would ensure that if the provider fails, the city will still have access to the network and can simply find another provider.

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The network’s capacity would provide access to the entire 135 square miles of Philadelphia. The infrastructure would be based upon several access points that could be located throughout the city. To implement this plan, the city would find a provider to set up the network infrastructure. Finally, the city needs to establish an oversight entity that would consistently monitor this system.

joskraaijeveld.nl

The funding of wireless network operations would primary be through monthly payments by users back to the city. For example, businesses and residents would pay this fee as they would pay a monthly utility bill. There would be discounted rates for lower income residents of the city to facilitate the ease of internet access at home. Some residents with children could qualify for free access through a program within the city’s education system. A rough monthly payment estimate for each residence would be around $20 per month.

Thanks for this nice photo! If the weather is better again we'll do this session again!

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Nederland

That's a kick ass picture man..

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canon pho

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I Shoot Film

Damn this was so much fun out there. This pic just adds it up. Posted 22 months ago. ( permalink )

City roof (P

Janas Fotos

Just Street

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No Photos

How great is that?! Could be an advertisement. Posted 22 months ago. ( permalink )

People in t

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Posted 22 months ago. ( permalink )

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You're welcome. And we're definitely gonna do it again. Looking forward to it already. Posted 22 months ago. ( permalink )

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A Philadelphia wireless network would increase access citywide and lower prohibitive cost barriers. While most development is focused toward the Innovation Centers, citywide wireless enables entrepreneurs to harness their creativity from any point in the city. Residents can use the network in their own homes or take their laptops to a park and still be paying the same fee for access. Visitors to the city will be able to purchase passes online to access the system. Lastly, this is a new source of revenue for the city.

Google image search photos

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An Equitable City “Skilled cities are growing because they are becoming more economically productive…and specifically because human capital endowments enable cities to adapt to industrial change.“ Saiz and Glaeser, 2003

Adults with Less than a High School Diploma, 2 5%

Adults with a High School Diploma, no college, 55%

Adults with College Degrees, 20%

25% of Philadelphia’s population has less than a high school diploma; 20% of Philadelphians have a college degree.

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Equity deals with many aspects of the human experience. Access to quality affordable housing, employment, enjoyable places, transportation options, safety, arts, parks, and healthy food are all essential for a good quality of life. The Green + Mobile City and A City of Neighborhoods studios have advanced indepth strategies specific to housing and transportation. As a global city, access to jobs is pivotal to moving forward and ensuring that the city’s economy is globally competitive. Equity within a globally competitive city begins with access to employment, which provides upward mobility for the most educated as well as those with little or no training. In 2040, Philadelphia will have a reputation as a city with a thriving business community supported by a vibrant, highly skilled and easily accessible workforce. Developing talent within Philadelphia’s population enhances the city’s longterm competitive advantage in the global environment. A strong workforce with many types of talent drives the city’s economic engine, attracting employers, immigrants and creates a new global image of Philadelphia as a city of opportunity. Equity related to job access and availability is a regional issue and requires a regional solution. Philadelphia is the center of a large, dynamic region in which city-county borders are generally irrelevant to employers in need of workers. Streamlining workforce development at a regional level is essential to improving Philadelphia’s equitable access to family-sustaining wages. While these strategies focus on the city, they provide an important framework for addressing issues across municipal boundaries. At the local level, access to employment will allow individuals lacking adequate education and training to take part in the advantages and opportunities made possible by living in a newly global Philadelphia. Mobilizing this latent workforce will be central to achieving economic prosperity in the next 30 years. In the 2040 global economy, the demand for skilled workers will be high in nearly every industry sector. The following strategies will lead to effective integration of the needs of employers and the skills of the workforce. This partnership between employers and educators will prepare more individuals with the skills they need to compete for jobs in a globally competitive environment. In 2040, the technology, life sciences, and food industries compete on a global scale while providing employment opportunities for all Philadelphians. These coordinated strategies within three important industries will raise skills of the current and future workforce of Philadelphia.


Technology Workforce Council In 2040, the Philadelphia workforce will have a high aptitude for technology. As new industry sectors dependent on information technology emerge, Philadelphia’s workforce will have a competitive advantage. New entrants into the workforce will be well prepared to meet employer demands. The information technology industry is one of a small number of sectors in which entry-level jobs with decent wages are accessible with a small amount of training. In these sectors, employees can find first jobs with employers that have internal career ladders, but employees also have the ability to advance across firms. The purpose of this strategy is to increase individual’s skills to create access to available low and middlelevel employment with upward mobility in these technology sectors: •

Power and Energy

Information Technology

Communications

The Workforce Investment Board (WIB) is an existing institution in Philadelphia that compiles workforce data and advocates for policy changes. Expanding WIB’s leadership role by 2040 will help strengthen workforce development partnerships. Supported by the City of Philadelphia, WIB could establish and manage a partnership between local colleges and employers through the newly established Technology Workforce Council. The Council can create short-term technology certification programs, which community and technical colleges could implement. The curricula for the certification programs would be informed by both the educational institutions and by employer input; matching supply to demand in the job market. This partnership can build industry consensus regarding technology vocational training needs. The Council should also be linked to community organizations and social institutions, especially organizations dedicated to serving immigrants.

Examples of certificate programs could include: Power and Energy:

Weatherization skills such as general tactics and analysis, combustion analysis, ductwork solutions, energy auditing, closed cavity fill, electricity skills, as well as, other energy efficient technologies such as solar panel manufacturing and installation.

Information Technology:

Computer literacy, computer operator/software, computer network cabling (C-Tech certification), computer repair (CompTIA A+ Certification), network administration, and web design.

Communications:

Telephone and Internet services, management, and maintenance.

This strategy would target: 1) people lacking basic training and knowledge, including those without a high school diploma; and 2) people with basic skills in need of retraining who could become more desirable to employers and reach middle-level employment, which is defined as requiring more than high school but less than a fouryear degree. Developing short-term certificate programs for technology-based sectors will create a workforce knowledgeable in these areas. Employers will recognize that these certificate programs will train individuals for specific jobs. These certificate programs could be administered by Philadelphia’s technical and community colleges.

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The Life Science Sector The life science sector includes hospitals and other healthcare providers, pharmaceutical companies, biotechnology firms, medical devices companies, medical informatics, insurers, and education and research institutions. Healthcare is the largest component of the life science sector in Philadelphia. Though healthcare is commonly associated with high paying jobs, such as doctors and technicians, there are also many opportunities for lower paid service jobs. Full realization of these opportunities for employment and growth in the life science sector requires an industry specific workforce development strategy. The purpose of this strategy is to create strong linkages among Philadelphia technical colleges, research institutions, and manufacturers that will prepare workers for employment and encourage students to complete four-year degrees. This strategy can accomplish this goal in two ways:

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•

First, developing a Life Science Co-op Program would guarantee on-the-job training. This can operate similarly to WorkReady Philadelphia, an existing program, but instead serve both youth and adults seeking supplementary professional experience. By creating a Life Science Co-op Program, employers can establish and communicate a set of desired skills they expect of their workers; vocational schools and community colleges will then be able to incorporate current industry information into their curricula.

•

Second, this life sciences strategy will encourage workers with less than a four-year degree to seek opportunities to attain a bachelor’s degree. Institutions offering bachelor degrees will be encouraged to accept credits from technical schools and community colleges, through increased dialogue and new relationships between these schools. After developing academic requirements, these institutions will modify curricula as technology, educational techniques, and industry needs change.


Urban Agriculture Strategy In 2040, the Philadelphia region will serve as a exemplary model of sustainable local food production. Considering rising fuel and food costs along with competing global marketplaces, a strong food system is vital to the health and well-being of Philadelphia’s economy and population. In this strategy, urban agriculture is both a means and ends to a higher quality of life. One manifestation of urban agriculture is the utilization of vacant land to increase access to fresh food and increase farming knowledge in urban areas. However, urban agriculture is more than growing food in an urban location; it includes agricultural production activities, processing and marketing activities, inputs (e.g. compost), as well as service delivery - all integrated into the urban economic and ecological system.

Urban Agriculture Incubator Project The Urban Agriculture Incubator Project will emulate many of the accomplishments of the Rutgers Food Innovation Center. The Incubator project will offer services like start up assistance, business mentoring, shared spaces, product development, workshops/classes, and networking opportunities to those involved in the food production sector. The project could be an expansion of the West Philadelphia Kitchen Access Program, managed through the Enterprise Center with direct links to the Office of Sustainability and the Sustainable Business Network of Greater Philadelphia. The Urban Agriculture Incubator Project will perform two broad tasks: •

Increase community access to local food and value added food products

Allow for shared knowledge, technology and space

The purpose of the incubator project is to allow easy entry into the food market by keeping costs low and supporting both low and high skilled entrepreneurs. By sustaining and expanding community kitchens, food cooperatives and farmer’s markets, barriers into the market will remain low. Local and national trends show a continued growth in consumer and community demand for locally grown fresh produce and locally made food products. Through the Incubator Project, consumers and producers benefit from local resources and networks. Google image search photos

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Looking to 2040

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Conclusion Together, the Three E’s provide a framework for achieving the goal of a Global Philadelphia. The Three E’s are not discrete strategies; they overlap conceptually and spatially. Education provides Philadelphia’s population with the skills and knowledge necessary to contribute to the Entrepreneurial City. Access to education and job opportunities is the foundation of the Equitable City. Such overlap occurs at specific spatial locations across Philadelphia. For instance, the area around Temple University is both an Innovation Center and a University Neighborhood. Temple itself links to local schools through the Community Schools and TeachPhilly programs. The Temple area will become a center of education and entrepreneurship that attracts top talent and produces ideas and products with a global impact as well as serves the local community. The combination of talent, innovation, and new development around the university will create a vibrant neighborhood with an identity and significance beyond Philadelphia’s boundaries. Similarly, at the Navy Yard, the proximity of cutting-edge life sciences research and air, water, and rail transportation networks will create a powerful nexus for the movement of ideas, people, and goods. The Three E’s are an interlocking strategy for Philadelphia to become a new kind of global city. In 2040, Philadelphia is a city that has embraced the changes in technology, people, and lifestyle that are common to a modern global city. Physically, it has changed with the times, it is home to new skyscrapers, cutting-edge laboratory space, and bustling rail and air gateways. However, it is a city that is able to continue to grow without rejecting its long and formidable past. Examining the five elements paints a clear picture of Philadelphia in 2040.

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Institutions

Institutions have long remained one of Philadelphia strongest assets. Because of the inherent stability of institutions, they are one of the defining features of the city. In 2040, these landmarks will continue to thrive, driving the success of their surrounding neighborhoods, and catalyzing development throughout the city. Specifically through the University-Neighborhoods connections program, this will focus on real estate development in the surrounding communities. The rich arts culture will continue to thrive on the global scale through museums located on the Benjamin Franklin Parkway and on the local scale through arts initiatives and programs. Medical and Educational institutions will continue to attract talented thinkers and workers to the city, and new business policies will encourage them to stay beyond their years of education.

Business

Philadelphia’s current lackluster business and financial markets will be transformed through policies that are targeted towards new and established businesses alike. Policies such as the Innovation Centers will be able to harness the strengths of the different industries and ensure their competitiveness with other global cities. Companies will benefit through these zones because they will facilitate the availability of a more specialized labor force, information exchange between firms, proximity to key suppliers and consumers, and a widespread recognition of an industry cluster by outsiders on a national and global scale. Taxes that had pushed businesses away in 2009 will have been phased out by 2040. Lastly, an integrated wireless telecommunication system will allow entrepreneurs to harness their creativity from any location in the city. Philadelphia will not merely be an acceptable place for commerce, but a desired place to do business.

Livability

Philadelphia it is currently known for its livability, but can still improve quality of life in many of its neighborhoods. Livability can be defined as a place where people have access to quality affordable housing, employment and viable transportation options along with intangibles like parks, amenities and community pride. Currently livability and a vibrant quality of life are not equitably distributed throughout the city. Looking ahead to 2040, improving access to these assets will be a primary focus for the city. Livability is more than just supplying assets; it is also ensuring that supply is appropriately meeting demand. This includes increasing educational attainment, opportunities to build skills, and leveling the playing field to ensure all citizens have the opportunity to compete for jobs. Through the TeachPhilly and Community Schools programs, by 2040, the city will have a workforce that has a high aptitude for innovative careers and opportunities will be open to all residents, including immigrants, in Philadelphia. While high-skilled jobs and employees will continue to flourish, a renewed emphasis on creating jobs for low and middle-level employees will ensure a greater portion of the city is appropriately employed. Housing and employment fulfill the basic needs of most people, and the Green and Mobile and City of Neighborhoods studios address these equity issues. Meeting these baseline requirements allows residents the freedom to move up and enjoy a greater quality of life. Enrichment through arts, culture and the natural environment contribute to the livability and vibrant quality of life in Philadelphia.

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Transportation

Increased transportation options are a primary means for Philadelphia to improve business, connecting the city through its airport and rail system. In 2009, the Philadelphia Airport lacks significant connections to major international cities, specifically in Asia, Australia, and Africa. This is a disadvantage and discourages companies that may have otherwise chosen to locate here. As Philadelphia moves to 2040, these connections will be vital to the city’s survival. Philadelphia cannot afford to be isolated and will have made it a priority to expand its airport and connect with direct flights to strategic international cities. The addition of high-speed rail linking the Keystone Corridor, New York City and Washington, DC, makes Philadelphia an ideal central location to conduct business within the Northeast corridor. Connecting Philadelphia to the local region through the plans proposed by the Green and Mobile and City of Neighborhoods studios will be the final linchpin to the comprehensive transportation network that Philadelphia needs. Additionally, the river system is a tremendous advantage for Philadelphia. As the means for the foundation of the city in the 1600s, the asset of the rivers will continue to lead Philadelphia through its well-established Port. Harnessing its pivotal role in the global supply chain, the ability to import and export goods help to secure the city’s importance for years to come.

Natural Environment

Philadelphia’s natural environment has continued to be preserved and serves as a cherished asset for city residents. However, Philadelphia has gone beyond the expansive 9,200 acres of parks and promoted its investment in the environment in new ways. Effective stormwater management is a problem that had long plagued the city; over the next 30 years, the use of green streets, which would include medians with curb cuts that would include grasses, perennials and trees, will help to mitigate that problem. One of the goals in the recently released Greenworks Plan from the city’s Office of Sustainability, is to increase tree plantings across the city. This will help with several problems, including filtering microparticulates from the air, cooling for shade and reducing the heat island. These strategies also blur the line between the natural and built environments; making the outdoors conducive to public interaction and community gatherings. No longer will access to the large amounts of open space be largely located on the fringe of the city. In 2040, there will be a more equitable distribution of this amenity.

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2040: The Global Scene In 2040, Philadelphia has become an engaged and competitive participant in the global marketplace. As a result, Philadelphia is a vital link within the global network. Philadelphia is now physically connected to other global cities through transportation, businesses, and educational and arts institutions. In addition, Philadelphia is united with other global cities through ideological means, such as best practices in environmental sustainability and initiatives to increase livability. Philadelphia is physically linked to the world by transportation through improved high-speed rail linkages and the newly increased airport capacity. Major passenger airports on six continents now fly direct to Philadelphia, including São Paulo, Johannesburg, Frankfurt, and Tokyo. Businesses are attracted to Philadelphia through improvements to the regulatory environment, an educated workforce and a quality of life unmatched in the region. Transnational companies choose to locate in Philadelphia, and firms within Philadelphia have a global reach to business communities all over the world, which include Rio de Janeiro, New Delhi, Mexico City, London, and Hong Kong. Philadelphia’s art and educational institutions have been world renowned for years, but by 2040, these institutions have a high capacity for networking globally. Relationships with arts organizations and institutions worldwide, in places such as Moscow, Bangkok, and Paris, will promote Philadelphia as a world destination for the arts. Partnerships between secondary educational institutions in Philadelphia and other global universities will reinforce Philadelphia’s educational strength. Not only have physical linkages elevated Philadelphia to a place on the global stage, but so have ideological connections to other cities linking best practice principles. Building on its strengths in the natural environment, Philadelphia is known for its sustainability efforts sponsored by the city. Relationships with other cities encourage Philadelphia to engage in dialogue and action regarding environmental issues. Connections made with other cities are constantly reinventing themselves to create a more sustainable environment for their residents. These cities could include Copenhagen, Abu Dhabi, Portland, and Vancouver, which have strong government sponsored sustainability efforts and are on the forefront of implementing sustainable technologies.

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In 2040, Philadelphia is known for its great places, affordable housing, transportation choices, safe neighborhoods, and overall vibrant quality of life. Linked to other cities acknowledged for their livable environments like Vancouver, Santiago, Lyon, Yokahama, and Singapore, Philadelphia is on the forefront of constantly and consistently creating a city that is globally competitive as a result of its high quality of life, attracting investment and workers. There are many global connections made through Philadelphia’s strengths in institutions, business, livability, transportation, and natural environment. It is these connections that make Philadelphia in 2040 globally competitive.

Global Connections to Philadelphia in 2040

Business Institutions Transportation Livability Natural Environment

In 2040, Philadelphia will make connections to other World Cities through its strengths in Business, Institutions, Transportation, Livability and the Natural Environment. Each of these connections has been enhanced through the strategy of the Three E’s.

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A New Kind of Global City The stage has been set for Philadelphia to evolve into a new kind of global city over the next 30 years.

By focusing on building an educated, entrepreneurial, and equitable city, Philadelphia will be at the forefront of innovation by harnessing the skills and talent of its dynamic workforce. Philadelphia will distinguish itself by becoming a new kind of global city, one that actively incorporates equity into all of its major initiatives. A city that is able to leverage its assets to improve upon its shortcomings has a competitive advantage in offering a quality of life that is second to none. While this plan establishes a vision and structure for Philadelphia to become a global city, the process does not end here. The city will soon develop its first comprehensive plan in over 40 years. This is an exciting opportunity for Philadelphia to determine what indicators will guide and track its progress towards the goals laid out in this plan. The comprehensive plan will prioritize the policies, strategies, and initiatives necessary to fully realize the visions of the three Philadelphia 2040 Studios. A comprehensive plan grounded in Philadelphia’s existing strengths will ultimately be the most successful. In 2040, the Philadelphia of today will not have disappeared, but will be transformed. The city’s businesses, educational institutions, and people will be part of seamless web in which each supports and reinforces the others. Philadelphia’s school’s will graduate men and women with the skills to work in the city’s innovative and growing businesses, and in turn, the city’s companies will support the schools through investments and partnerships . All Philadelphians will have access to a high quality of life and the benefits of living in a global city.

Change is always difficult, but the risks of inaction are too great, especially when Philadelphia has so much to gain and so much to offer the world. Now is the time for the city to reverse decades of economic and physical decline by prioritizing entrepreneurship, education, and equity to build upon its existing strengths and improve its weaknesses. The result will be not only a better city but a globally competitive city – one able to fully participate in the network of global cities.

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Spring 2009 Studio Department of City and Regional Planning University of Pennsylvania Prepared for the City of Philadelphia

Philadelphia 2040: A New Kind of Global City  

A vision plan for Philadelphia

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