CEO Perspective: On Sustainability

ULI has long supported and promoted sustainable development that conserves energy, land, and other natural resources. Our leadership in sustainability has never been driven by government regulations or policies. It has always been a market-driven, value-creating response to the changing environment, and nothing will change that. The forces that have shaped the institutionalization of sustainability and its wide adoption are not going away. In fact, they are going to become stronger and more prevalent in the years ahead.

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ULI has long supported and promoted sustainable development that conserves energy, land, and other natural resources. Our leadership in sustainability has never been driven by government regulations or policies. It has always been a market-driven, value-creating response to the changing environment, and nothing will change that. The forces that have shaped the institutionalization of sustainability and its wide adoption are not going away. In fact, they are going to become stronger and more prevalent in the years ahead.

Our 40,000-plus members will continue to create resource-efficient and resilient projects and communities because building this way makes good business sense and is consistent with the Institute’s mission. It is what the market wants—younger and older generations place a high priority on green and sustainable development, in both living and working environments. It’s also what cities want and need, as they seek to become more resilient, competitive, and livable. This combined demand is compelling ULI to stay at the forefront of this movement, demonstrating the positive economic, environmental, and social impacts of sustainable community building.

Through our Center for Sustainability and Economic Performance, ULI has several programs in place to advance our work. Each of these programs, which focus on building performance, urban resilience, and the connection between the built environment and human health, is helping ULI lead the future of sustainable development—and sustainable development is the future of our industry. Cities are moving ahead, as are the ULI members who are investing, designing, and developing in our cities. There is much to be learned from the success of places such as Sydney, Chicago, Singapore, San Francisco, Tokyo, Vancouver, Amsterdam, New York City, London, Los Angeles, Oslo, Pittsburgh, and Seattle—just a few of the many cities around the globe that have embraced sustainability because doing so gives them a competitive edge. Sustainability has staying power because it is about doing well by doing good. Clearly, the Institute’s work in this area has never been more necessary or more relevant.

From 2009 to early 2018, Patrick L. Phillips served as the Global Chief Executive Officer of the Urban Land Institute (ULI). ULI, which currently has more than 200 employees and a budget of nearly $75 million, is headquartered in Washington, D.C., and has offices throughout the world. As Global CEO, Phillips worked with ULI’s member leaders to lead all aspects of ULI’s strategy, mission delivery, resource allocation, and fiscal performance. Phillips, a longtime member of ULI, has had a career in the economic analysis of real estate and land use that spans more than 30 years. Prior to taking the position as the top staff executive at ULI, he was President and Chief Executive Officer of ERA AECOM (formerly Economics Research Associates). In that role, he coordinated all aspects of ERA’s organization, strategy, business development, and service delivery. His own consulting practice focused specifically on the intersection of private investment and public policy. To further expand ERA’s reach and impact, Phillips guided the successful sale of the company in 2007 to AECOM, a globally renowned provider of professional technical and management support services to a broad range of industries, including land use, transportation, environmental and energy. His work at ERA AECOM focused on development strategy, development economics and feasibility analysis, and transaction-related services for real estate investors and developers, public agencies, financial institutions, universities, and non-profit organizations. This involved all major categories of urban land use, with an emphasis on the market, economic, and financial aspects of a new generation of downtown and suburban mixed-use projects. Under Phillip’s direction, ERA provided consulting services for such notable development projects as Mockingbird Station in Dallas, Atlantic Station in Atlanta, and the repositioning of Kansas City’s Country Club Plaza; as well as public planning projects for the Hudson Yards in New York City and Houston’s Buffalo Bayou. Phillips has often advised public agencies and non-profit organizations on issues related to public-private partnerships for economic development. He is a frequent speaker on urban development issues, and is the author or co-author of eight books and numerous articles. In 2005, Phillips led a nationally prominent economic development team as part of the ULI advisory services panel making recommendations on post-Katrina rebuilding efforts in New Orleans. Patrick teaches at Harvard’s Graduate School of Design Executive Education Program and at the Carey Business School of Johns Hopkins University. His academic training includes a graduate degree in public management and finance from Syracuse University’s Maxwell School of Citizenship and Public Affairs.
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