TACTICAL REVITALIZATION PLAN FOR DOWNTOWN ALBANY NY

TACTICAL REVITALIZATION PLAN
FOR DOWNTOWN ALBANY, NY
Proposal for Planning + Urban Design Services March 7, 2013

Table of Contents
1 Letter
of Submittal
2 Project
3 team
4 Reference
Approach,
SCope of Work, and
Deliverables
profile,
qualifications, and
experience
and Quality of
Performance History
5 MWBE
and local
participation
6 cost
proposal

NON-COLLUSIVE BIDDING CERTIFICATION
(Reference: Public Authorities Law Section 2878)
By submission of this bid, each bidder and each person signing on behalf of any bidder certifies,
and in the case of a joint bid each party thereto certifies as to its own organization, under penalty
of perjury, that to the best of his knowledge and belief:
1. The prices in this bid have been arrived at independently without collusion, consultation,
communication, or agreement, for the purpose of restricting competition, as to any matter
relating to such prices with any other bidder or with any competitor;
2. Unless otherwise required by law, the prices which have been quoted in this bid have not
been knowingly disclosed by the bidder and will not knowingly be disclosed by the
bidder prior to opening, directly or indirectly, to any other bidder or to any competitor;;
and
3. No attempt has been made or will be made by the bidder to induce any other person,
partnership or corporation to submit or not to submit a bid for the purpose of restricting
competition.
Signature: ________________________ Date: _______________
March 7, 2013
Printed Name:
Title:
________________________
Alan Mountjoy
________________________
Principal

Section 1
Letter of Submittal

www.nbbj.com
March 7, 2013
Sarah Reginelli
Director of Economic Development
Capitalize Albany Corporation
21 Lodge Street
Albany, NY 12207
RE:
Downtown Albany Tactical Revitalization Plan Proposal
Dear Ms. Reginelli,
On behalf of our team of qualified and motivated professionals, we are pleased to submit this proposal
for the Tactical Revitalization Plan for Downtown Albany and the Corning Preserve Phase 2 Master Plan.
We appreciate the opportunity to prepare the both the downtown and the riverfront projects in tandem
knowing as we do the prime importance of the Corning Preserve in the future vitality of the downtown.
We have added two new disciplines to our team in order to provide Albany with superior service on this
new scope of work. Stoss Landscape Urbanism and Buro Happold share our philosophy of inspired
design that is carefully considered with sustainability and constructability in mind. Please find their firm,
staff profiles and project examples in the proposal.
In response to the RFP and discussions with you this week, we have also included traffic and parking
expertise to our consultant resources. We have added Nelson Nygaard to our team to apply their
creative parking strategies to the Tactical Plan and to broaden our thinking about transportation and
other connections within the Downtown. While parking is frequently discussed as an issue, it rarely
creates a good basis for urban revitalization. However, a good parking management strategy can save
on costly new construction and enhance the visitor and resident experience. Nelson Nygaard brings
a unique, and pedestrian friendly, perspective to parking studies that aligns with current sensibilities of
smart planning that uses technology to improve efficiency of existing parking resources.
Please find also in our scope of work and cost proposal that we have listed those optional services that
we will provide and have listed those that we can perform at an additional cost. We have also elected
to not provide costs on certain optional tasks that we do not feel are warranted at this time, but would
certainly be potential tasks to be identified and scoped during the planning proposal.
Lastly we have listed and priced separately the tasks that we would consider under the category of
WOW. It would be difficult to completely separate these tasks, as we have adjusted our entire approach
to provide a more participatory and engaging process of design that will create excitement, engagement
and early implementation with your action teams and the general public. We have included those items
in the approach, scope and as a separate cost item in the cost proposal.
We intend to build this consensus by bringing the planning process to life, enabling tangible, shorterterm
interventions that allow Albany’s citizens to re-imagine their city, get behind bold ideas, and allow
the participants to take ownership of this vision. We see tactical urbanism as a tool, a catalyst for
change, which in turn leads towards longer-term, concrete changes in the physical and political fabric of
the city.

The key elements in our community process strategy are therefore to:
• Immerse ourselves in the community, identify and engage the ‘action teams’;
• Challenge and inspire them;
• Test proposals or interventions through a variety of simulations, installments and
interactive exercises;
• Review their success; and to
• Ultimately steer the delivery of the Tactical Plan to include these and their longer lasting
manifestations.
To this end we have recruited our own internal consulting group, the REV studio, to design
and curate a process of investigation and simulation to envision and test ideas that may be
incorporated into the plan. You will find some of REV’s prior experience-focused planning
concepts in our updated portfolio pages in the proposal. We intend to use particular
methodology to pursue a more interactive approach to design including in launch exercise
called “process design” that includes all team members (such as the action teams) in an
interactive session to define successful outcomes and buy-in to the process.
We are inspired by the challenge and the opportunity in both the Tactical Plan and the Corning
Preserve Park Phase 2 plan. This is an important and timely event in the development of
Albany as we exit a deep recession and look forward to new ways of inhabiting and using
our cities. The last decade has seen remarkable changes in the expectations of younger and
more mobile residents and those who, having a choice, are looking to cities to provide a more
enriching life experience for either living or work or both.
We have been fortunate to have contributed to the transformation of several downtowns
and waterfronts that have, through several economic cycles, achieved a level of success
and vitality. Our own waterfront in Boston, and those in Pittsburgh, Cincinnati and along the
Anacostia River in Washington have all taken many years to fully realize their potential. But
the opportunities are enormous when the right structures and policies are put in place and the
vision is allowed to grow. We would be honored to contribute to the future success of Albany
and its waterfront.
We look forward to your response,
Alan Mountjoy AIA
Principal in Charge
NBBJ

Section 2
Project Approach,
Scope of Work, and
Deliverables

Project Approach, Scope of Work,
and Deliverables
Section 2
Our Approach to Albany’s Downtown Master Plan
We are delighted to demonstrate our support for, and great interest in working with Capitalize
Albany Corporation on the Tactical Revitalization Plan for Downtown Albany. The NBBJ team
has found inspiration anew in the expanded scope of the RFP and is eager to create a Tactical
Plan that addresses Downtown Albany to the edge of the Hudson. We are further motivated by
the request for a “Wow factor.” We have conceived a fresh approach to planning for Albany’s
Downtown and have expanded our team of collaborators accordingly, including within our own
firm. We have recruited our consulting group, the REV studio, to design and curate a process of
investigation and simulation to envision and test ideas that may be incorporated into the plan.
NBBJ, formerly Chan Krieger Sieniewicz, is a nationally recognized architecture and urban
planning firm experienced in bringing together multi-disciplinary teams to solve complex
urban design and planning problems. Our extensive experience in reconnecting cities to their
waterfronts will be particularly relevant to the planning for the Corning Preserve.
The planning strategies that are effective in today’s urban environments are nuanced and
multi-pronged, based on a strong understanding of the community and geography as well
as best practices and historical precedents from other locations. Under the guidance of REV,
we will probe the full spectrum of opportunities for invigorating the Downtown. We will use
product development methodology for testing them, using techniques ranging from pop up

Project Approach, Scope of Work, and Deliverables
interventions, to prototype simulations to virtual simulation and computational design, models
framed by the data we gather in our investigations.
We aim also to imbue the Tactical Plan with authenticity. Our investigations will inform our
understanding of Albany’s assets and beloved traditions. We are committed to maintaining –
and enhancing – the spirit of the contexts in which our projects are set. We are ever mindful of
the sense of place that a design portrays and are zealous in our efforts to maintain the unique
qualities that define a city like Albany.
The impressive amount of work to date in implementing the ReCapitalize Albany plan from
2007, and its predecessor from 1996, has been inspiring. We will also build upon the exhaustive
process undertaken in formulating the Albany 2030 Comprehensive Plan.
Given our broad experience in a variety of American cities, many of whose downtowns are
experiencing analogous revitalization trends following their own decades of minimal investment
and population decline, our approach will consist of the following eight strategies:
1. Building on Your Success – Seeking to Expand the Impacts of Each Investment /
Reinvestment in the built environment
2. Recognizing then Minimizing and Ameliorating Persistent Challenges
3. Advancing a Vision Based on Clearly Expressed Goals and Strategies for Their
Advancement
4. Tailoring a Community Process to Achieve Broad Stakeholder Consensus (on Behalf of a
Bold Vision)
5. Facilitating Connectivity – Rebuilding Social and Physical Connections Across
Neighborhood Boundaries and Demographic / Social Milieus
6. Pursuing a Market Driven Process To Reaching Development Decisions
7. Properly Timing Marketing and Civic Promotion
8. Expanding Housing Types and Necessary Supporting Amenities
1. Building on Success: Reinvigorating the Existing Urban Fabric
The City leaders in Albany have recognized the unique resources they have in their city,
some of which had been otherwise ignored in decades past. An historic building stock, an
urban environment, a tradition of innovative public infrastructure provision, a center for higher
education and government, a captive daytime population and a changing demographic of
young professionals moving into the area, are all ingredients towards making downtown a
dynamic and livable environment.
Capitalize Albany has engaged City leaders, the Downtown BID and the City of Albany, among
others, to come up with programs to assist in the development of commercial and residential

Section 2
uses in Downtown Albany. By utilizing the existing building stock – often historic – and finding
sites for infill development, Capitalize Albany has developed several incentive programs that
have led to the development that is steadily transforming downtown.
Recent Housing Investments:
• Funding building feasibility studies and market analyses
• Securing Grant Assistance, Loan and IDA Assistance
• Housing Feasibility Analysis that concluded area demographics could support additional
housing with a focus on young professional and empty nesters. Additionally, the Tech
Valley employees are young and in search of areas to live that offer amenities, such as
restaurants and bars.
• Developed Residential Technical Assistance Grant program to help jumpstart conversions
of targeted properties by providing funding toward pre-development services, such as
design and engineering.
• Building Renovation Program that provides funding from NY Main Streets and other grant
and lending organizations to help with the actual build-out/conversion of property
Recent achievements include:
• Conversion of 75,000 SF of space, 50 rentals units and another 165,000 SF underway.
Downtown is approaching 200 units of housing.
• $200 million of Commercial development in recent years
• $35 million of new residential units in the urban core (more than 200 units)
• 97% occupancy rate for condo and apartment living
Public Improvements include the $8.5 million new pedestrian bridge to the Corning Preserve
& Hudson River Park in 2004, as well as $4.3 million in park improvements along the river.
These programs and signs of progress fall in line with the objectives and strategies that have
been developed for the Albany 2030 Comprehensive Plan; the plan that will guide the next two
decades of growth in Albany – physical, economic and social growth.
The “vision components” of the plan help guide the future development of the city. Safe
Livable Neighborhoods, Model Educational Systems, a Vibrant Urban Center, Multi-modal
Transportation, Green City and Prosperous Economy are guiding principles that inform essential
plan components such as transportation, urban form, natural resources and neighborhood
development. We recognize the interdependencies between some of these components.
For instance, a vibrant urban center is often the result of accessible transportation options
and a substantive residential population. Density is key, so one of our primary goals will be
to continue the momentum in expanding housing opportunities, enhance transportation and
parking availability and create connectivity among the open space amenities in and near
downtown.

Project Approach, Scope of Work, and Deliverables
2. Recognizing Then Minimizing and Ameliorating Persisting Challenges
We identify four major challenges, which when addressed will start to unlock this city’s
potential:
A) Reconnecting Downtown Albany with the Hudson
The city is visually and physically separated from the Hudson by Interstate 787. Completed in
the late 1960’s, it forms a corridor today comprising some 13 lanes of traffic and a railroad: a
formidable barrier. We welcome the inclusion of the Corning Reserve as a part of this Plan, and
will treat it as an integral part of the planning process, from community engagement through to
design.
From Seattle to Boston, city governments across the United States have begun to rethink the
role that highways play in the economic development of their cities, and rediscover the value of
connections to the waterfronts, neighborhoods, and parklands that have been severed by them.
We applaud the recent construction of the new riverfront pedestrian bridge, but urge a bolder
vision for the future. We welcome the possibility of reducing the perception of severance, to
test out smaller-scale initiatives, altering adjacent land use, challenging existing transportation
models. However, in the longer term, I-787 should be addressed to provide an appropriate
riverfront setting for the Capital of New York State.
We are excited to work with Stoss Landscape Architects, in exploring the opportunities this
waterfront presents. The reserve should operate as part of resilient natural system that is the
(still tidal) Hudson Valley, offer residents and visitors an opportunity for relaxation, outdoor
recreation, flora and fauna educational resources, as well as provide an improved venue for
warmer-month outdoor entertainment. We look forward to testing out ‘tactical’ initiatives that
will help residents re-imagine the possibilities of this rich water-front resource on their doorstep.
http://www.photographium.com/hudson-river-albany-new-york-state-1900-1906

Section 2
B) Harnessing ‘Redundant’ but Usable Internal Space Downtown
Of the many challenges to downtowns, the “glut” of secondary and outdated office space is
a frequently cited issue. We will build an inventory of unique typologies of available space,
such as underutilized Class B and C office space. These spaces are constrained by critical
dimensions of their floor plates and ceiling heights, as well as access to light and views. In
spite of their nonconformity, no two buildings are alike and this is part of their charm. These
spaces – while often seen as a problem when vacant or underutilized – can become key
elements of a downtown revitalization strategy, as they present low barriers (lower cost than
new construction) to increasing residential population or attracting creative industries and
start-ups to unusual spaces that have character and patina. In addition, they often are of
a manageable size that can, utilizing a variety of layered financing and tax incentives for
rehabilitation, be feasibly redeveloped into mixed-use projects.
Activating unused floorspace within the downtown for new residents and employers is
ultimately the driver of future retail development. More residents and employers in the
downtown will drive retail activity, in turn attracting more visitors to enjoy the unique offerings
in a downtown. Recruiting successful, but unique, region-based businesses has often been
demonstrated to be a more successful strategy than focusing on attracting entirely new
businesses, especially as those more local businesses know the regional market and can tweak
the product for a more urban clientele, as well as employ customer loyalty. Providing available
space at reasonable lease terms with adequate tenant improvement allowances is a challenge,
and strategies such as master leasing can be created by downtown entities to match up
interested retailers with appropriate space.
We see these spaces as potential sites identified for tactical interventions. A variety of
installments or uses will be examined as part of our experience design process.
C) Managing Parking Demand and Making Albany a Smarter Transit Hub
Parking can be a persistent problem in downtowns, and an adequate supply must be in place,
but it is frequently an issue of perception and one that usually demands a better system of
management, than a real need for additional spaces. Management of parking is the first order
priority for a Business Improvement District and new technologies, such as smart phone apps
or smart charge cards, can help support innovative policies, increase revenue for the city and
improve perceptions of parking scarcity.
Improvement of the public realm can also reduce the perceptions of distance that poor
conditions create. Better lighting, sidewalks, wayfinding and active storefronts alter the
perceived distance so that walking a block or two is seen as pleasure rather than an
impediment for patrons. In addition, innovative public/private mixed use projects that
incorporate parking is one way of both providing additional parking and reducing the costs of
private development, a win/win situation.
Parking provision should be examined in parallel with assessing the city’s wider transportation,
public health and environmental goals. This would present an ideal time to marry the

Project Approach, Scope of Work, and Deliverables
transportation aspirations of Albany 2030 with the needs of Downtown. The city already has a
broad network of bus connections, is located at the intersection of major rail links from Boston
and New York, is a local center of biking, and the river itself presents an alternative mode
of transit. These factors would suggest that downtown should now capitalize on its already
walkable, pleasant environment and encourage citizens and visitors alike to leave their cars at
home. We have added Nelson Nygaard to our team to apply their creative parking strategies to
the Tactical Plan and to broaden our thinking about transportation and other connections within
the Downtown.
D) Integrating the Future Convention Center with Downtown
The future convention center is both an opportunity and a concern, in that large buildings can
be problematic for urban districts. Siting and locating entrances (or the lack of) as well as
parking availability and access will determine how well a large structure can integrate with a
walkable downtown. We will be thorough in our study of the impact the convention center has
on the Downtown. We will determine the most important concerns and hopes of the citizens
regarding the convention center, perhaps through prototyping to help them understand the
scale of the structure and the palate of opportunities to be found there. We will endeavor to
create an understanding of its impact on downtown on days when it is not in use as when an
event is being held. We will help to identify the issues that need to be addressed prior to the
initiation of design undertake an analysis of additional improvements to the public realm that
should be included in the design of the convention center. We will look for interventions that
will maximize movement and interaction between patrons of the convention center and other
downtown activity generators. We hope this close examination will engender a higher degree of
support and excitement from the community.
3. Advancing a Vision Based on Clearly Expressed Goals and Strategies
The most critical element of a bold, long-term vision for a community is instilling within it a
strong sense of ownership and buy-in from its stakeholders and citizens. This is especially
true in downtown efforts, as the creation of public/private partnerships, the use of financial
incentives, and the prioritization of certain catalytic projects are often subject to robust
community debate.
In addition, it is a certainty that over a ten-year planning horizon, market, political, economic,
and cultural conditions will change, and both challenges and opportunities will arise that were
not originally anticipated. A strong master plan, while specifying detailed implementation
actions, must be able to accommodate fluctuations in the marketplace and shifting
demographics; in fact, it must assume they will occur.
We have found that the development of a strong set of guiding principles is a key element to
long-term success; in essence these broad principles provide the community with an overall
vision while allowing the implementation entities to deal with the ever-changing details of the
market or constituencies at any given point in time. The guiding principles can also provide a
clear and concise framework in the review of all proposed subsequent actions in downtown—

Section 2
be they temporary or permanent structures, developed by public, private, non-profit, quasipublic,
or a public/private partnership—to ensure that all future activity support and contribute
to the vitality of downtown.
The Capitalize Albany Plan and its updates outlined guiding principles for economic
development citywide and in the downtown, many of which have been realized. The city’s
recent comprehensive plan, Albany 2030 also identifies goals and principles that need to be
integrated into this planning effort. The team, with stakeholders, the public and the CAC will
continue to refine these goals to the specific context of the downtown. Our discovery methods
will include opportunities for citizens to tell the stories of their experience of Downtown Albany,
giving the planning team data with which they can ratify the guiding principles going forward.
4. Tailoring a Community Process to Achieve Broad Stakeholder Consensus (on
Behalf of a Bold Vision)
The challenge in master planning involves building a broad consensus around a vision without
ending up with the lowest common denominator—something that all acquiesce to rather
than being truly inspired by. The key is to aim very high rather than to seek to satisfy each
constituency on its own narrow expectations. At NBBJ, we are well versed in guiding the public
process so that everyone’s sights are actually higher at the end of the process than at the
outset.
We intend to build this consensus by bringing the planning process to life, enabling tangible,
shorter-term interventions that allow Albany’s public to re-imagine their city, get behind bold
ideas, and allow the participants to take ownership of this vision. We see tactical urbanism as
a tool, a catalyst for change, which in turn leads towards longer-term, concrete changes in the
physical and political fabric of the city.
The key elements in our community process strategy are therefore to:
1. Immerse ourselves in the community, identify and listen to a diverse group of ‘action
teams’;
2. Challenge and inspire them;
3. Test proposals or interventions through a variety of simulations, installments and interactive
exercises;
4. review their success; and to
5. Ultimately steer the delivery of the Tactical Plan to include these and their longer lasting
manifestations.

Project Approach, Scope of Work, and Deliverables
To assist us throughout this process, we will work with our own NBBJ consulting group, the
REV studio.
This unit has built up a wealth of experience working with a range of different client groups
from hospitals to corporate office clients, such as Google and Microsoft. They work within
the briefing, strategic stage of a project, to tease out end user goals, but more generally how
spaces or organizations work or fail to do so effectively. They provide new, often ingenious
solutions to problems, mocking up environments quickly to test new configurations for a
proposed group of clients, whether children, nurses or computer programmers. We are excited
to extend this more engaging mode of investigative design to address urban scale issues and
engage their analytical expertise to our experience design exercises.
Our process with Studio Rev will consist of:
1) Launch and Listen
For the launch, we will undertake an exercise called “Process Design,” which will include
methods for challenging the best planning practices by using techniques from other realms
of practice, such as business or healthcare. In order to break out of any planning fatigue
that Albany may find itself in after extensive (and to date successful) planning for the 2030
Comprehensive Plan and for various districts and focused initiatives over the last decade, we
will find new ways to invite you to tell Albany’s story. During Process Design, we will determine
which among the challenges facing Albany today take the highest priority and imagine new
ways to find solutions. We will create a list of action items to test our concepts and set a
timetable for deploying them. All the while, we will keep a pragmatic handle on the value of the
actions and the information they will provide for the final plan.

Section 2
It is important during the planning process to utilize “action teams” who will assist in the
implementation of the components that the process identifies as higher priority. Action teams
are groups who are sufficiently passionate about specific issues or goals to pursue the
implementation of the project once the team has completed the Plan. Ideally members of the
action teams are members of groups, organizations or stakeholders that have the ability to
assist in the realization of the Plan with influence and/or financial resources, but occasionally,
sheer doggedness is sufficient to carry a project forward. An important Tactical Plan objective
is to create enough buy-in from the public and stakeholders, through structured and meaningful
opportunities early in the process, which ultimately provides a sense of ownership of the Plan
during implementation.
Albany employed a number of interesting methods to engage the community in its preparation
of the 2030 Comprehensive Plan, including social media and speed planning. We admire that
thinking beyond the standard “present-and-respond” way of holding community meetings and
imagine dynamic ways to expand outreach. To complement our meetings with Capitalize Albany
Corporation and the City of Albany decision makers to set the foundation for the Tactical Plan,
we’d like to take the stakeholder and community engagement in the launch of the project to
the next level by providing opportunities for them to tell their Albany stories or express their
dreams for their city in a creative way. Among the possible venues for the citizens of Albany to
share their experience would be something similar to a story slam with a theme of “My Best
and/or Worst Memories of Albany,” or “My Perfect Day in the City;” or a Pecha Kucha, where
people go through a series of images (20 slides narrated for 20 seconds each) to let us know
what they think of their city and what they aspire to; or a walk-along where we follow a citizen
through a day in the life of Albany. In the Process Design, we will map out the best targets for
such exercises and set the stage for them to take place.
REV will help us to curate and generate a web-based document, or ‘visual essay’ that
demonstrates through data, maps, photography and video the challenges and opportunities
local citizens identify within their city. We will also draw out and pay attention to voices that do
not often get heard in such forums by recruiting beyond the usual activist/advocate participants
and through social media such as crowdsourcing.
2) Tactical Testing
Even as we are gathering the stories of Albany’s residents and leaders, we would start the
process of “Experience Design,” communicating concepts and testing them. We imagine a
brain trust of innovative urbanists and designers presenting their ideas for enlivening the city
in a series of lectures in the vein of Ted Talks. In addition to inviting the public to learn about
how people are thinking about cities today by attending these talks, we would recruit an action
team for each topic, either from among those already formed in Albany or of residents who
take an interest in issues specific to the topic, such as bicycle activists, housing specialists,
greenspace advocates or retailers. In turn, they would work with the planning team to devise an
intervention in the City based on the concept presented and the action group’s determination
of how it would look in Albany and the highest impact location in the study area. These

Project Approach, Scope of Work, and Deliverables
interventions could include pop-up parks or retail, transportation or bike sharing, instant
promenades, better blocks. During the exercise the teams who implement the interventions will
become experts and advocates. We would gather data about responses through crowdsourcing
and interviews that will help to inform the implementation of the plan. We also think this
will attract attention to the initiative and keep folks engaged, if not out of concern for their
downtown, then out of curiosity about what may pop up next.
Shorter-term installations afford a wider opportunity for imaginative work, and allow for new
constellations of creative collaboration between local educational, industrial partners, as well as
individual community groups. There is a growing literature around the power of temporary use
and understanding the ‘patterns of the unplanned.’ We are excited to enable, initiate, coach
and formalize such development.
3) Innovative Results
In the momentum created by the storytelling during the launch and play acting during
the test, we’ll find a basis for concrete ideas with track records of investment, especially
among those who have tested a business or idea or provided the space to accommodate
it. Embedding the community in the planning activities, thus blurring the distinction between
planner and practitioner, will jumpstart community buy-in. We will combine what we’ve learned
about Albany’s conditions on the ground, the aspirations of its citizens and the level of their
determination to effect change as gauged by their investment in the interventions, with our own
observations and expertise in planning, design and finance to create a Tactical Plan.
Our challenge will be to develop an understanding of how Albany’s assets and further
development can cohere into a brand and deliver on the promise of a downtown that attracts
and retains people and businesses, enlivens the district and sustains revitalization. NBBJ will
connect leaders and the action teams directly to stakeholders and the community to envision
alternative futures, challenge current beliefs, unleash creative thinking, and create new meaning
and relevant value in future investment.
Intertwined with the Wow process our team will conduct literature reviews, competitive
research, walk-alongs, observation/emotional journeys, interviews, participatory workshops,
and co-design activities to develop a comprehensive brand strategy for the Tactical Plan.
1. We consider this methodology to be our Wow factor. It provides the following value:
Cultural trends and local relevance inspire larger future vision and purpose.
2. Insight into resident behavior based in deep understanding of cultural context supports
culturally appropriate design solutions.
3. Alignment of brand values to the built environment ensures implementation.
4. Creation of best practices for future projects that increase efficiency of future innovation
efforts and design work.

Section 2
4. Facilitating Connectivity - Across Neighborhood Boundaries and Demographic /
Social Milieus
We strongly believe that connectivity is one of the essential elements of any successful and
sustainable revitalization effort. Not just connectivity between downtown Albany and its
adjacent neighborhoods, but equally important is insuring strong connectivity between and
among the various districts within downtown, and of course increasing and improving the
connections between downtown and the riverfront. In addition, it is important when siting
and designing major – and large – public assembly venues such as the “Performance Place”
and convention center that consideration be given – up front – to the need to have it facilitate,
rather than impede, connections to activity areas that surround it. Often, unfortunately, this is
not the case.
We have assisted numerous cities in efforts to reconnect their downtowns to their waterfront
amenities. Cities such as Boston, Pittsburgh and Washington D.C. have embraced their
waterfronts that were formerly separated by a variety of highways, railways and derelict land.
A comprehensive set of bold initiatives, from bridges and trails to active watersheet uses
are necessary to bring the benefits of a riverfront city to the doorstep of future residents
and businesses. But the benefits are dramatic and can brand such districts as distinctive
destinations for those seeking a special environment to live or work. Combining an active
riverfront with vibrant, and historic, downtown creates a powerful sense of place.
Our team has a strong record of focusing on this important element. The team has worked
closely, for example, in the design and siting of a new downtown arena in Louisville to optimize
its connectivity to its surroundings, and the subsequent design, as well as the extensive public
input process that was used, is seen as a model of such an effort. In addition, CityVisions has
recently completed a major downtown planning effort in Paducah, KY that had as its major
focus improved connections among and between its downtown, waterfront, and arts districts.
6. Pursuing a Market Driven Process to Reaching Development Decisions
All major efforts such as the revitalization plan for downtown Albany must understand their
audiences and markets, and understand that there are different layers or tiers of markets
that are involved. As a capital city, Albany contains a number of such tiers. Like our work in
Hartford and Providence, a thorough understanding of the demographics of those residents,
workers, and visitors to the capital city is necessary to fully optimize the market potential of this
group. In addition, Albany is located in a region with not just other competitive retail, office, and
residential areas, but also other downtowns in Schenectady and Troy. An understanding of the
dynamics between and among these central business districts is an important element to the
market dynamics of downtown Albany.
We propose to do more than the typical real estate market assessment. Given the primary
focus on developing a tactical implementation plan the team proposes to take a unique
approach to the project integrating real estate analysis with an approach similar to that used
for product development / product launch. We will examine the market from the perspective
of potential customers (potential residents and potential businesses emerging from economic

Project Approach, Scope of Work, and Deliverables
activity) by identifying their needs and desires and match them to the physical abilities
(existing real estate, vacant land, amenities) to focus the planning and real estate programming
decisions on items with the best chances for success.
7. Properly Timing Marketing and Civic Promotion
A major element of the success of downtown Albany will be a strong, creative, and appropriate
marketing effort. Many downtowns struggle with the “right time” to create or develop such a
branding or theming effort, and we understand this dilemma. The collective experience of our
team members suggest that it is first necessary to determine the authenticity of a downtown
– its sense of place – and develop the brand around the assets that define this authenticity.
These may be obvious, such as the river, or perhaps somewhat under the radar, which provides
new opportunities. We have been involved in a number of projects where the essence of a
place – that often intangible thing that distinguishes one city from another defining the basis
for an authentic brand – evolves out of the master planning or project planning process, and is
much stronger as a result.
Through our investigation, including listening to the stories of the citizens and the passions of
the members of our action teams, we aim to get to the heart of Albany’s identity and build upon
that.
One example of a successful discovery of identity is the Glassworks District in Louisville. The
development prospects of a six block area on what was considered an undesirable location on
the edge of downtown was extremely poor, and disinvestment was the norm. The team utilized
the “asset” in Louisville of a strong – but not publicly recognized – glass art community as an
anchor for the area, and began through a variety of means to highlight – and celebrate – this
authentic art niche. Today, the district – branded as Glassworks – is a destination to local
residents, visitors, and glass artists and has become one of the most desirable locations in all
of downtown Louisville.
8. Expanding Housing Types and Necessary Supporting Amenities
Our review of Capitalize Albany’s focus on residential development indicates the Corporation’s
keen awareness of the importance of downtown housing as a critical component of the
success and sustainability of a tactical revitalization program. In addition, it is clear that the
Corporation understands that a downtown housing program needs to be multi-dimensional,
by both providing an atmosphere and a collection of neighborhood amenities attractive to the
target market and – equally important – overcoming obstacles to getting a critical mass of
supply on to the market. Our experience in downtown markets similar to Albany always places
an extremely high priority on the infusion of new residents as a key driver, and our team has
specific experience in creating strategies to do so. Capitalize Albany has already provided a
strong base of tools and techniques in this regard, especially in focusing on the development
challenges related to the supply of downtown units, and we look forward to helping you take
this to the next level.

Glassworks District Jazz Club | Louisville, KY
Section 2

Project Approach, Scope of Work, and Deliverables
In this regard, we believe that the experience of our team will prove to be very relevant to the
Albany situation. At the same time that Albany was beginning its focus on downtown housing,
downtown Louisville was doing so as well. Using a similar residential market analysis, a major
initiative was undertaken to stimulate the downtown housing market, also focused as much on
the supply side as the demand side. A series of mechanisms was put into place - including
an innovative public /private partnership that created highly attractive secondary financing,
the Louisville Downtown Housing Assistance Fund – that indeed served as a catalyst for its
downtown housing market. The Downtown Housing Fund has been used as a model for similar
efforts in other mid-sized downtowns struggling with the same issue, and was honored by the
International Downtown Association and the Council of Development Finance Agencies as the
nation’s best revolving loan program.
9. Finding Wow!
Signature elements that solve real problems (the Wow factor as an iconic structure):
Focus on the connection between the riverfront and downtown, which is a genuine need and
must be addressed through the overall planning process. However, we suggest that we avoid
thinking of this as merely a pedestrian connection, but as a signature element that becomes an
iconic and celebratory element in and of itself, especially since the span across the highway is
very long.
Building on unique assets to avoid Anywhereville (finding the roots of Wow in the Now):
Cities that try to replicate elements attempted in other cities are destined to fail in their efforts.
People today, especially younger, tech-savvy ones with mobility as to where they choose
to live and work, are seeking interesting places that are authentic. All cities have their own
set of tangible and intangible “assets” that help define their character, though often they are
not easily identified by visitors. A process that investigates exactly what Albany’s assets are
and develops innovative ways to highlight and celebrate them, both in terms of development
projects and the public realm, will result in a far more sustainable downtown. We have done
this with great success in a number of cities, including in Louisville (developing Glassworks,
Louisville Slugger, Bourbon Trail, etc.) and Pittsburgh (Three Rivers Park, river taxi system, new
stadia and casino intertwined with post-industrial re-use).
Celebration of Albany’s assets can also serve as a bonus for tourism. While perhaps not
viewed holistically as a prime tourism destination, downtown Albany is well situated as a base
for a variety of tourism activities, whether as a port of call for Hudson River excursions, as
a gateway to Saratoga to the north and the Berkshires to the east, the growing culinary and
wine region to the south, etc. And tourism could provide the necessary additional activity
to stimulate more vibrant retail and entertainment activity in the downtown. Focusing more
attention on this market segment, and integrating its needs into both the overall downtown and
riverfront revitalization effort, including an iconic wow factor – be it the riverfront connection or
something else – would be a significant part of our efforts.

2
Section
Concert below an inner-city
street bridge
Zagreb, Croatia
Reflect changing lifestyles in the urban design (Wow in daily life):
Cities and downtowns are being utilized today in ways much different from their traditional
roles. Those predisposed to living and working downtown – a growing demographic – are
less interested in housing types, retailing, food, entertainment, etc. that were the norm even
a decade ago. The rise of social media, food trucks, locavore eateries, smaller and more
innovative housing units, access to bike and pedestrian trails, outdoor entertainment and
fitness opportunities, all impact how downtowns are developed and the atmosphere they
provide. Our process is designed to engage these populations in means of communication
with which they are most comfortable, in order to insure that the plan developed
accommodates these new trends and anticipates those that are likely to grow stronger in the
future. Our communication plan will include social media and will help us identify quality of life
goals that provide some Wow.

Project Approach, Scope of Work, and Deliverables
Promoting physical space innovation through flexibility (proximity to Wow):
The trends in the previous statement require a good deal of flexibility and innovation in
downtowns to best take advantage of these trends. The ability to provide temporary (popup)
installations and businesses, the need to integrate living and work spaces, the need to
provide small and flexible spaces for entrepreneurs, technology start-ups, and internet-based
businesses all require a different mindset regarding zoning and other regulations. Similarly,
the ability to develop new housing prototypes – both for sale and rental – in downtown areas
with maximum flexibility and the ability to integrate smaller retail and business activity at
ground level in Louisville required a complete overhaul of the existing zoning categories, but
has resulted in great success – and the ability to accommodate a downtown housing need not
available prior to that effort.
Prototyping and beta testing through temporary and interim strategies (experience designing
Wow):
Before committing to major public investments to recreate public spaces, pedestrian
improvements or related infrastructure, temporary strategies modeled after the idea of beta
testing may serve a useful purpose of helping to understand how concepts will work in real
world environments. An interim approach particularly for concepts being introduced from other
markets allows for the opportunity to refine the projects to fit the realities of Albany before
committing resources toward final design and construction.
Economic infrastructure to mitigate innovation risk (the gravitational pull of Wow):
Business and product innovation is critical to the health of businesses. Entrepreneurialism in
any industry provides vitality to an economy and is an important source of Wow. The proximity
of SUNY University at Albany and RPI provide terrific opportunities for partnerships regarding
a focus on technology as part of the “Albany story” and the ability to create interesting reuse
opportunities in Albany’s historic properties and a new paradigm of supporting technological
innovation through creating economic infrastructure as part of the downtown revitalization
strategy.
Prototyping to explore design opportunities

Section 2
SCOPE OF WORK AND DELIVERABLES
A. EXISTING CONDITIONS ANALYSIS
The framework for our approach includes the following concepts:
• Thoroughly understand what work has already been completed and update where
appropriate
• Understand Albany within the context of the region and the “Tech Valley” within the context
of the tech universe
• Understand Downtown Albany as an investment opportunity and as a “consumer product”
• Competitive assessment
The approach NNBJ recommends for understanding the existing conditions is significantly
more layered that a typical real estate market assessment. In addition to seeking out new
market niche opportunities based on the existing asset base, given the primary focus on
developing a tactical implementation plan the team proposes to take a unique approach to
the project integrating real estate analysis with an approach similar to that used for product
development / product launch. We will examine the market from the perspective of potential
customers (potential residents and potential businesses emerging from economic activity) by
identifying their needs and desires and match them to the physical abilities (existing real estate,
vacant land, amenities) to focus the planning and real estate programming decisions on items
with the best chances for success.
Our approach is therefore designed with an understanding that cities – and downtowns in
particular – are being utilized today in ways much differently from traditional roles, and the
way we assess market strengths and opportunities must be able to address these different
uses. Those predisposed to living, working, recreating in, and visiting Downtown – a growing
demographic – are less interested in the housing types, retailing, food , entertainment, etc.
that were the norm even a decade ago. The rise of social media, food trucks, smaller and
more flexible housing units, access to pedestrian and bike trails, outdoor entertainment and
fitness opportunities, social gathering places, pop-up installations and the like all impact how
downtowns are developed and the atmosphere they offer. These trends require far more
flexibility and innovation in the use of downtown spaces – both public and private, and an
understanding of the needs of entrepreneurs, technology start-ups, internet based businesses,
and small commercialization and manufacturing operations, as well as new concepts of
Downtown housing and live/work spaces. These opportunities are far less likely to be
addressed within typical market analyses and require much more in-the-ground investigation
and focus groups. In addition, members of the team who have real experience providing these
spaces and units in other cities with characteristics similar to Albany provide our team with a
tremendous advantage in fully flushing out such market opportunities in Albany.

Project Approach, Scope of Work, and Deliverables
Understand Albany within the Context of the Region and Tech Valley Within the Context of
the Tech Universe
The key objectives of this macro-analysis are to understand three things: How does Albany fit?
Where does Albany already have penetration? What opportunities in Tech Valley may fit with
Albany?
Macro-level Socio-Economic Assessment:
• Understanding the socio-demographic, psychographic and life-stage characteristics of
existing population and Albany workforce which are critical to understanding market depth
of different population segments;
• Analysis of area-wide population and household trends using inputs from IRS migration
data, labor shed (journey-to-work) data, and other sources such as HMDA data to provide
context to existing population projections;
• Workforce dynamics of the emerging industry requirements of “Tech Valley” –
characteristics such as compensation trends, types of skills and education, relative
distribution of the workforce with comparisons to existing workforce structure.
Macro-Level Enterprise Analysis:
• Thorough review of existing secondary source material;
• Industry level (lowest NAICS code possible) job creation in the region;
• Trends in establishment creation by industry (lowest NAICS code possible);
• Cluster, value chain and technology position of the Tech Valley companies to inform
potential real estate needs of this critical growth sector;
• “Creative industry” activity assessment using a series of indices created from source
material such as Kickstarter and Etsy.
Competitive Assessment
• With Capitalize Albany an identification and benchmarking of region and tech industry
competitors across some key dimensions:
• Organizational capacity for promoting development (resources, staffing, incentives);
• Public place-making initiatives;
• Economic performance (jobs, establishment growth, income, investment, real estate market
performance);
• Tech indicators (Workforce skill mix, engineering talent, patents, others to be determined
with Capitalize Albany);

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• Quality of life indicators (to be determined with Capitalize Albany);
• Needed to Play / Needed to Win analysis.
Understand Downtown Albany/Warehouse District as a Market Opportunity and as a
Destination Product
The NBBJ team thinks it’s important to view a revitalization agenda through two lenses. The
first lens is as an investment proposition for developers and other real estate asset owners.
The second is as a “product” that is competing in a number of markets for consumer spending,
residents, tourists, traveling productions, business location or other types of activities. The
two perspectives are clearly iterative. But by keeping the two perspectives separate it allows
for understanding of the different dynamics and where short term investments may get better
leverage to facilitate a virtuous cycle of regeneration between the two dynamics.
As a Market Opportunity for Developers and Investors
• For developers and investors, understanding the economics and the rules are a
fundamental building block that guides decisions to allocate capital. The NBBJ team
proposes to create a comprehensive review to:
• Complete review of existing market studies (commercial, retail, hotel, industrial) with
appropriate updating where necessary depending on whether there have been any
fundamental changes that redirect the trends and performance indicators in the future;
• Develop base pro formas to test economic viability thresholds for different development
types and how that compares to the existing regulatory framework;
• Understand financial incentives and financing options to offset any development financing
gaps that would be revealed through the base pro forma analysis;
• Analyze current impediments to mixed-use, commercial, office and retail development
including zoning and land-use regulations, economic gaps and threats from regional
submarket.
As a Destination Product for Residents, Workers, Companies, and Consumers
NBBJ proposes to blend elements of product design techniques to understand the market
potential for Downtown Albany. A critical element of any product design technique is a learning
and listening program that is actively engaged with the customers and potential customers of
a product or service. The NBBJ team has modified this approach so that is serves multiple
objectives: active engagement with critical stakeholders, providing a platform for evangelists
and champions, active listening and learning from those on-the-ground, build the brand and
identity internally.
In addition to the typical pattern of interviews and discussion groups, the team will utilize the
following techniques to understand the distinctiveness of Albany.

Project Approach, Scope of Work, and Deliverables
• Immersion: Elements of the NBBJ team will spend several days as “beta testers” or
“mystery visitor” in the Downtown and North Warehouse district making observations about
socio-demographics, comfort, activity levels, and patterns of use. Team members will
randomly engage in informal Q&A with front-line customer service workers in restaurants,
hotels, retail shops and convenience stores asking them about recommendations on things
to do and places to go or directions to get to places. Members of our team will walk the
streets, attend events, shop the stores and eat in the restaurants. We will document
offerings and price points, wayfinding, brand communication and other issues critical to
making Downtown Albany a vibrant center for an emerging tech region.
• Pecha Kucha Albany: Specifically the team wants to hear from Albany using a Pecha
Kucha type-format about the assets, happenings and initiatives in Albany that can serve as
the basis to build an implementation agenda. The team proposes to engage the “action
teams” in the community and other active stakeholders to develop the presentation team.
• Albany Visual Essay: Stakeholders and residents will create an electronic image bank of
Albany that can be used to help identify core assets and opportunities. The team proposes
to work with students from local higher education institutions to translate this image bank
into a multimedia narrative about the Downtown and warehouse district.
In addition to the team’s active listening strategy, a series of alternative analytical tools and
techniques will supplement more conventional analysis.
• Activity Cluster Mapping: The NBBJ team will map existing retail locations, activity
centers, public amenities and other related items to generate maps to better understand
connections, walk sheds and areas of activity where energy is being created that can
potentially be accelerated.
• Crowdsourcing Analytics: Technologies such as those like Shareabouts provide an
important tool for gaining user input into a variety of urban design, transportation, parking
and economic activity questions.
• Test fits: The North Warehouse district offers the opportunity to be a vibrant mixed
enterprise village that can house entrepreneurs, research and development operations,
industrial artists, as well as differentiated residential and commercial offerings. A Test Fit
process allows for greater understanding of the physical capacity of land and buildings for
a variety of uses and building types.
A1. Collect and Analyze Market Data
Given the primary focus on developing a tactical implementation plan the team proposes to
take a unique approach to the project integrating real estate analysis with an approach similar
to that used for product development / product launch. We will examine the market from the
perspective of potential customers (potential residents and potential businesses emerging
from economic activity) by identifying their needs and desires and match them to the physical

Section 2
abilities (existing real estate, vacant land, amenities) to focus the planning and real estate
programming decisions on items with the best chances for success.
• Review current city housing plans/ policies
• Understand existing Downtown housing market:
• Who lives in Downtown now?
• What is product / rents current?
• Who might live in Downtown (age & employment info)?
• Where do they live currently, what are those rents or sales prices?
• What would it take to get those residents to move Downtown?
• Real Estate Market: Assemble traditional market and demographic information as available
from existing sources including market research conducted as part of ongoing industrial
market analysis to determine the strength of retail, office, commercial demand and supply.
• Commercial / Industrial
• Review current City objectives for targeted commercial markets e.g., mixed-use,
office, retail and light industrial uses.
• Integrate current study of opportunities for high-tech and research/development
innovation type uses or campus-type development
• Analyze current impediments to mixed-use, commercial, office and retail
development including zoning and land-use regulations, economic gaps and
threats from regional submarkets
• Identify necessary economic strategies and incentives to support suitable
commercial development: particularly mixed-use development that integrates
housing with other commercial uses into a vibrant district
• Identify and Benchmark Competitive Communities
• Work with Capitalize Albany to identify communities
• Identify key metrics and points of comparison
• “Teardown” analysis
• Macro Socio-Economic Assessment:
• Demographic and psychographic characteristics of existing population which are
critical to understanding market depth of different population segments
• Population trends
• Emerging workforce requirements of “Tech Valley” – characteristics, types of skills and
education, relative distribution of the workforce

Project Approach, Scope of Work, and Deliverables
• Macro Level Enterprise Analysis:
• Thorough review of existing secondary source material
• Industry level job creation in the region
• Trends in establishment creation by industry
• “Creative industry” activity assessment
• How does Albany fit? Where does Albany already have penetration? What
opportunities in Tech Valley may fit with Albany?
A2. Review Existing Reports
The Capitalize Albany Plan and its updates outlined guiding principles for economic
development citywide and in the Downtown, many of which have been realized. The City has
also just completed a comprehensive plan, Albany 2030 that also identifies goals and principles
that need to be integrated into this planning effort.
A3. Additional Information Review and Incorporation
• Strength and weaknesses analysis
• Inventory of available or underutilized spaces by typology
• Review and assessment of parking strategies
• Review of convention center siting in context of the Downtown plan and assessment of
connectivity to Downtown uses and walkability
• Conduct a physical gap assessment: find areas that fail to connect districts and vitality
• Identify infrastructure and public space interventions that assist in the reconnection of
districts
• Identify infill sites or vacant properties for potential commercial or residential projects that
can create synergies and bridge gaps in the district.
• Pedestrian and public realm analysis to determine places to enhance mobility and
appearance

Section 2
B. STAKEHOLDER ENGAGEMENT
Helping Albany to Tell Its Unique Story...
NBBJ has proposed a series of activities that will actively engage the stakeholders and
champions to be a fully participative part of the process. The engagement model includes the
following concepts described at length in their respective sections:
• The Albany Visual Essay
• Pecha Kucha Albany
• #ShowMe (TedX format presentation)
• Beta-testing Action Teams
Our process is designed to engage a broader group of participants than is typical through a
standard public meeting process. The objective of this effort is to create the story of Albany as
described by its residents and businesses which makes it more authentic and creates a rallying
point for the city. Moreover, these approaches utilize means of communication that the creative
class are most comfortable with, in order to insure that the plan developed accommodates
these new trends and anticipates those that are likely to grow stronger in the future. The team
proposes to engage the students in the university community and other interested participants
Our intent is to fully engage the action teams/working groups to jump start and “beta test”
initial ideas that can be implemented quickly, ideally, during the design process.
It is important during the planning process to cultivate “action teams” who will assist in the
implementation of the overall plan or on key components of it. Action teams can be groups
or individuals who are sufficiently passionate to pursue the goals of the project once the team
has completed the Plan. Ideally members of the action groups are groups, organizations or
stakeholders that have the ability to assist in the realization of the Plan with influence and/or
financial resources, but occasionally, sheer doggedness is sufficient to carry a project forward.
An important Plan objective is to create enough buy-in from the public and stakeholders,
through structured and meaningful opportunities early in the process, which ultimately provides
a sense of ownership of the plan during implementation.
Specific Processes and Deliverables:
• Stakeholder interviews - both group and individual - provide an opportunity for the team
to ask a series of questions about hopes and concerns for the Downtown and identify
important issues that must be resolved in the plan. Our task is to not only ask the right
questions and listen, but to provide guidance and facilitate understanding to these
important constituents. We will conduct stakeholder interviews over a multi-day period
in Albany. It is assumed that these stakeholders – identified by the City of Albany - will
represent:
• local community leaders,
• business owners,

Project Approach, Scope of Work, and Deliverables
• abutters,
• adjacent neighborhood organizations, and
• individuals from the development community.
• Stakeholder Advisory Committee presentations and working sessions
• At least four (4) stakeholder presentations will take place throughout the course of the
project to correspond with analysis, vision, preliminary and final implementation plan
• On-going engagement with the Steering Committee throughout the project
• Site visit and walking tour with the stakeholders to help identify physical and perceptual
gaps in the continuity.
• Public Engagement:
Utilizing a TedX format for a community meeting, NBBJ will bring in experts and
development professionals (not necessarily from the consultant team) from across the
country that have focused on temporary and short term projects that have served to
catalyze downtown/warehouse district regeneration. We foresee sessions on temporary
strategies, pop up entrepreneurism, tactical urbanism, proof of concept planning, among
other potential topics. It is the team’s firm belief that the initial catalyst will likely come from
within Albany. The goal of this session is to provide inspiration for a series of temporary
and short term action strategies that work for Albany and creates the momentum Albany
desires.
• Pecha Kucha to better understand strengths and assets in the local Downtown
area of which the team should be aware. This would also create excitement in the
community about those under-the-radar activities that are making Downtown Albany
an exciting place to live or work.
• Ted Talk format public meeting to bring together locals and community leaders to
tell stories of interventions in other places and efforts that might be applicable to the
Albany context and to suggest an agenda for tactical moves in the Downtown.
• SUNY student involvement in outreach, visioning and creative content for art
installations, performances or other temporary interventions including an Albany Visual
Essay project to highlight Albany’s assets in a multimedia format.
C. VISION AND GOALS
The challenge in master planning involves building a broad consensus around a vision without
ending up with the lowest common denominator—something that all acquiesce to rather
than being truly inspired by. The key is to aim very high rather than to seek to satisfy each
constituency on its own narrow expectations. At NBBJ, we are well versed in guiding the public

Section 2
process so that everyone’s sights are actually higher at the end of the process than at the
outset.
The most critical element of a bold, long-term vision for a community is instilling within it a
strong sense of ownership and buy-in from its stakeholders and citizens. This is especially
true in Downtown efforts, as the creation of public/private partnerships, the use of financial
incentives, and the prioritization of certain catalytic projects are often subject to robust
community debate. In addition, it is a certainty that over a ten-year planning horizon, market,
political, economic, and cultural conditions will change, and both challenges and opportunities
will arise that were not originally anticipated. A strong master plan, while specifying detailed
implementation actions, must be able to accommodate fluctuations in the marketplace and
shifting demographics; in fact, it must assume they will occur.
We have found that the development of a strong set of guiding principles is a key element
to long-term success; in essence these broad principles provide the community with an overall
vision while allowing the implementation entities to deal with the ever-changing details of the
market or constituencies at any given point in time. The guiding principles can also provide a
clear and concise framework in the review of all proposed subsequent actions in Downtown—
be they public, private, non-profit, quasi-public, or a public/private partnership—to ensure that
all future activity support and contribute to the vitality of Downtown.
We intend to create a dynamic process that results in a bold, creative and actionable vision for
the Downtown and to extend the vision to the adjacent districts and neighborhoods, as well
as better integrate the Riverfront assets. This vision will build on the success of the Downtown
and take advantage of the emergence of the New York State’s “Tech Valley”. The plan will be
an attractive and inspiring document, and a road map for implementation with specific tactical
recommendations to achieve the vision.
Deliverables:
• Vision Statement
• Graphics and Presentation
D. CORNING PRESERVE PHASE 2 MASTER PLAN INTEGRATION
A Tangible Symbol of Improvement……
This new addition to the scope of work provides an opportunity to combine the Tactical Plan
of the Downtown with the development of one of its prime assets: the Hudson Riverfront at
Corning Preserve. It is our intent to integrate the Community Visioning for the Corning Preserve
into the overall planning process for the Tactical Revitalization Plan for the Downtown. However,
as funding dictates that this process must be stand-alone, we will package the results of the
Community Visioning process as it relates to the Corning Preserve as a separate document that
is from the point of view of the Corning Preserve, but still maintains continuity with the planning
initiatives of the Downtown.

Project Approach, Scope of Work, and Deliverables
We envision Corning Preserve and the surrounding urban network as a catalytic series of
connective open spaces which foster the redevelopment of Corning Preserve into both a
thriving, dynamic destination and a transitional corridor capable of reconnecting the City to
its waterfront. In order for the park to fulfill this vision, we must ask it to do many things, to
perform on many levels; programmatic, environmental, technical and fiscal. Our approach to
the waterfront therefore embraces four core strategies; multi-purpose programming, engaging
the dynamic river, provide a destination space, and facilitating connectivity – through the city
and along the waterfront.
On the Corning Preserve Site, the waterfront should operate both as open event space and
as an extension of the city better connecting the urban environment to the waterfront beyond.
Unification of the waterfront with the City through thoughtful programming will activate the
park, creating a hybrid of urban and open space. This hybrid space will act to facilitate activity
onsite and connectivity between the City and the waterfront, drawing people into and through
the park with a variety of activity and experience. Connectivity should then also be enhanced
through linkages over I-787 to the existing parks and open space system that exists within
the City; opportunities to link the park more closely to the waterfront and to develop a prime
destination space along the Hudson River. The Corning Preserve site is defined by a landscape
that is well integrated into its programmatic approach and a distinctive event space. The space
must be flexible. Its programmatic strategy will be the primary driver for the landscape, creating
an open space which provides opportunity large or small events including, entertainment,
performance, art installations, festivals, and social gatherings among others.
It is not enough, however that the site work socially as an event space. Given the seasonal
flooding, it should be resilient and function with the river dynamics and flood events, promoting
ecologic sustainability and the longevity of the waterfront. Our strategy is to conceive of the
waterfront as a performative landscape into which ideas of sustainability are embedded. The
intent is to put in play new dynamics of function, use, and ecology / sustainability that can
revitalize, diversify, and better situate this landscape. In order to do so we need to find creative
efficiencies in which every day elements such as benches, pathways and vegetation fulfill
multiple roles simultaneously, essentially, to increase the usability and functionality (hence,
performance) of the landscape.
D1. Meeting 1: Project Scoping Session
Stoss, NBBJ and Buro Happold will kick off the Corning Reserve Phase Master Plan by
meeting with the City of Albany, River Advisory Committee, Department of State (DOS), and
the Capitalize Albany Corporation. Our team will work to coordinate and agree upon the project
scope and requirements; number of public meetings; discuss current site conditions and
transfer any information which will benefit the completion of our project. Additionally, our team
will discuss any potential gap analysis required to complete the master plan work and review
any additional service that would be required to fill the gap of existing condition information.

Section 2
Additionally our team will discuss the current master plans and discuss alternatives strategies
for layout and design, program, site amenities, and scope of improvements.
Deliverables:
• Scoping meeting with appropriate parties.
• Meeting summary which indicates the agreements/understanding reached.
D2. Phase 1: Site Reconnaissance
Our team begins every project with a research-based discovery process in which we look
for opportunities for landscapes, infrastructures and urban fabric to fulfill multiple roles
simultaneously. We’re especially interested in how these systems work, and in how their
discrete agendas can be broadened, hybridized and enriched. Our working methodology
incorporates parallel streams of inquiry where we seek to understand historic and existing
conditions, including successes and failures, as well as the performance criteria of each of the
individual elements or systems in play. These studies tell us how each of the systems will work
on its own, but typically also reveal areas of overlap or gaps where we can dig deeper.
At the Corning Preserve, Stoss and team will work intimately with DOS, the City of Albany,
Riverfront Advisory Committee and Capitalize Albany Corporation to review all existing plans,
reports and information gathered by the various agencies. Buro Happold will review existing
plans and materials, review site survey provided by others, review site geotechnical data
provided by others, examine existing topography and hydrology and review the projected
climate-change related impacts as per the City of Albany’s draft vulnerability assessment.
In addition the team will seek an understanding of the full range of opportunities available
for connecting the waterfront to the greater Albany community, through the Albany Tactical
Revitalization Plan, and more intimately to the Hudson River.
This phase ends with the creation of a synthesized drawing of existing maps, diagrams,
case studies and technical data. The goal is to put on the table for clients, stakeholders and
ourselves the full range of existing conditions that will impact the project through the master
plan phase to facilitate a common technical understanding of the site.
Deliverables:
A map or maps at a scale to be agreed upon in the scoping session showing the above
information and other appropriate information that may be identifies as a result of the project
scoping session.

Project Approach, Scope of Work, and Deliverables
D3. Phase II: Community Visioning
Community Visioning for the Corning Preserve will be integrated into the overall planning
process for the Tactical Revitalization Plan for the Downtown. However, as funding dictates
that this process must be stand-alone, we will package the results of the Community Visioning
process as it relates to the Corning Preserve as a separate document that is from the point of
view of the Corning Preserve, but still maintains continuity with the planning initiatives of the
Downtown.
Our team often works on projects like the Corning Preserve Master Plan. Projects that are in
the public realm with intense and engaging public processes, workshops, and public forums
in which design ideas are presented, discussed, and prodded by community members
and stakeholders. We have developed a series of engaging tools that allow others first to
understand the critical issues and opportunities of the site and second to offer useful insights
and feedback that we fold into the work moving forward.
Among these tools are annotated plans, before and after views, illustrative sections, groundlevel
views, playing cards to gauge community interest in potential programmatic opportunities
and interactive models in which we (or members of the public) can move pieces around
during the discussion to test out various scenarios. We also study proposals through time,
demonstrating how vegetation might grow and change over a number of years, or how more
urban proposals might be built out incrementally over longer periods of time. In addition to
more typical meeting and workshop formats, we also explore how other gatherings (like an onsite
community barbeque!) and other tools (social networking sites like Facebook) might allow
us to reach out to broader audiences and solicit more diverse input.
Our public outreach does not stop at the planning stage. We look for opportunities to change
perceptions and reshape opinions of sites in advance of future construction and adjacent
development. Interim programming in this sense acts as a mode of expanded outreach, where
events, activities, and art and landscape installations offer additional means of reaching the
public and generating interest in the site. For instance, at Harvard University, Stoss worked
with Campus Life / Student Services and Planning to organize a series of events and seasonal
activities on the site of a future plaza renovation. Along the Fox River following the construction
of Phase 1 of The CityDeck, the City of Green Bay instituted weekly events including Dine on
the Deck and Fridays on the Fox to draw visitors to the area and supplement food and program
opportunities along the waterfront.
These interim programming strategies and temporary installations before, during, and after
construction provide opportunities to gain public support for new spaces and increase
excitement before the entire vision for an area is realized.
Deliverables:
• Minutes/written summary of the public meeting

Section 2
D4. Phase III: Draft Master Plan
From here we will embark on wide-ranging brainstorming and scenario-building exercises, in
which we play out different options across the site and study area to test which combinations,
may work best; the idea is to think in an open-minded way, and to position various
scenarios against one another before coming to design decisions. This process is iterative
and collaborative. In this phase we will work closely with our team members to generate
innovative programming options that hybridize with our overall strategy of sustainability and
multi-functionality. This multi-functional open space should provide opportunities for large
or small events including, performance, art installations, existing festivals, and impromptu
social gatherings. Buro Happold will specifically provide recommendations on improvements
to the existing 800-seat amphitheater, rest rooms and storage facilities, parking facilities plan
(marine and vehicle), precedents for shoreline stabilization, recommendations for infrastructure
improvements - transportation systems, infrastructure and utilities grading or drainage
structures, alternative schematic designs, and assistance in action plan development. The team
as a whole will actively seek efficiencies in the design. Borrowing waste resources such as
stormwater to perform important functions on site is one way in which we help to reduce costs
while creating new opportunities for design. This is a core component of our landscape based
approach to urbanism and thus is infused in all of our projects. We will tailor this approach
to the specific requirements and resources at Corning Preserve to develop a comprehensive
master plan design that not only frames and explains the project for the public but engages the
public through the immense potential along the Hudson.
Deliverables:
• Pertinent analysis at the city and site scale
• Programming Diagram
• Concept Design Site Plan
• 3 Conceptual Renderings
• Site Section showing connection from the City to the Waterfront
• Concept Design Site Model
• Preliminary opinion of probable cost of recommended improvements.
D5. Community Meeting:
We will coordinate and present our draft Master Plan to the community in order to obtain
feedback from the stakeholders and public.
Deliverables:
Minutes/written summary of the public meeting

Project Approach, Scope of Work, and Deliverables
D6. Phase IV: Final Master Plan
We see the Final Master Plan as being a culmination of all the previous phases. Based on
public and agency-wide feedback we will create a final set of drawings and submit to the DOS
for approval.
Deliverables:
• Pertinent analysis at the city and site scale
• Programming Diagram
• Concept Design Site Plan
• 3 Conceptual Renderings
• Sections and Elevations necessary to communicate design intent of Master Plan
improvements
• Recommendations for improvements to existing site structures
• Concept Design Site Model
• Identity and branding
• Opinion of probable cost of recommended improvements.
E. IMPLEMENTATION
The NBBJ team thoroughly agrees with the statement in the RFP document that the
Implementation Plan is a critical component of the Vision’s final product, and that the
completion of the Plan is a roadmap to an ultimate destination. Without a viable set of actions
that reflect both the aspirations of Albany and the realities of the marketplace, the value of the
overall vision is greatly diminished.
A market based vision…
While the above concept is likely to be embraced by most, there will be major differences in the
approach to the development of the Implementation Plan. Our philosophy is that the realities of
the market and the viability of the implementation program must be infused into the crafting
of the vision from day one. We pride ourselves on our ability to create “market-based”
visions, and the inclusion in our team of colleagues with strong expertise - and experience - in
actually implementing catalytic development projects utilizing creative and viable financing
strategies, speaks to this approach. In addition, while we certainly will utilize all available
market research and information available, which provide snapshots of existing and historical
market conditions – our approach seeks out and identifies certain sub-market and market
niche opportunities that may be under-represented and/or not assessed. These macro market
opportunities can be, and must be, identified in conjunction with our efforts to identify those
unique and authentic elements of Downtown Albany’s identity and heritage. Thus, these assets
not only become part of Albany’s image and branding, but serve at the same time as potential
market strengths. We also will assess the development implications of already identified and
growing markets such as the Capital District’s “Tech Valley.”

Section 2
As the team described previously we believe in this era of economic uncertainty that getting
projects moving that have an impact in the near term is absolutely critical. The implementation
plan NBBJ proposes has four elements:
• Project identification
• Scaling up existing successes
• Prototyping and Beta Testing ideas
• “Customer” targeting and acquisition
Project identification: Identification of priority development and infrastructure projects that will
have catalytic impacts on the district, improve connectivity and create excitement and vitality
• Identify key catalytic development sites and programmatic opportunities
• Understand how these sites link to longer term visionary elements that can be mutually
reinforcing
• Provision of initial pro forma analysis of the catalytic development program
• A fiscal impact and economic prospectus
• Identification of financing options and necessary public incentives and/or investment
Scaling up existing successes: Financial assistance options that extend the successful
actions already underway but take them to the next level with tax incentives, creative project
financing and potential grant sources.
E1. Development Opportunities
What Fits with Albany?
Cities and Downtowns are being utilized today in ways much different from their traditional
roles. Those predisposed to living and working Downtown - a growing demographic - are
less interested in housing types, retailing, food, entertainment, etc. that were the norm even
a decade ago. The rise of social media, food trucks, smaller and more innovative housing
units, access to bike and pedestrian trails, outdoor entertainment and fitness opportunities,
etc. all impact how Downtowns are developed and the atmosphere they provide. Our process
is designed to engage these populations in the means of communication they are most
comfortable with, in order to insure that the plan developed accommodates these new trends
and anticipates those that are likely to grow stronger in the future.
Reverse Engineering
Classic real estate market analysis increasingly has limited utility in guiding a development
program particularly for an urban core city. For example in the team’s experience many urban
neighborhoods have market fundamentals and conventional metrics that suggest the ability
to support a grocery store. However, grocery stores are among the most difficult recruitment

Project Approach, Scope of Work, and Deliverables
activities for an urban core community. Additionally, the continued growth of online retail
suggests that retail formats and business models are under substantial pressure. Finally
emerging industrial and technology businesses are often hidden behind a NAICS statistical
reporting system that misses the nuances of what is actually taking place.
Using a process of “Reverse Engineering” a model can be created to inform a realistic
regeneration scenario based on actual experience in other benchmark communities. NBBJ
team will conduct a precedent analysis of 2-3 Downtown environments that are widely
considered successes and have applicability to the dynamics and conditions of Albany. The
team will work with Albany to determine the most appropriate candidates. The NBBJ team
will “reverse-engineer” relevant Downtown residential developments to understand actual
market dynamics and activity. Reverse engineering begins with understanding the pyschodemographic
characteristics and household counts of the resident population in these districts.
Existing “neighborhood” amenities will be assessed in terms of their positioning, mix, numbers
and density. Housing typologies will be understood.
The reverse engineered districts matched with the destination product assessment in the
existing conditions analysis will identify the “actionable” opportunity for Albany – what is the
appropriate/obtainable mix of residents, businesses and customers to the Downtown that
will drive the next level of development. In effect this approach responds to the “show me”
dynamic discussed during the webinar.
Deliverables:
• Provision of initial pro forma analysis of the catalytic development program
• Integrate macro assessments with real estate assessments to identify realistic opportunities
• Develop base pro formas to test economic viability thresholds
• Test concepts with area developers experienced in the appropriate development
• Priority setting by work with stakeholder group to allocate different strategies based on
their relative impact on goal versus resources required
• Implementation planning / critical path identification
• Identification of the appropriate mix of residents, businesses and customers to the
Downtown that will drive the next level of development.
Optional Deliverables:
Fiscal Impact Analysis: We can provide a range of fiscal impact analysis all of which require
various modeling tools and costs associated with licensing of the software. We will scope the
use of these various tools that result in the most valuable data.
E2. Targeted Attraction and Retention Strategies
Customer Acquisition and Targeting

Section 2
Utilizing information from the existing conditions assessment as well as the visioning exercises
(TedX, etc..) and reverse engineering work, the NBBJ team will create a targeting model that
will identify types of companies, talent, and residents that will best fit with the emerging Albany
model. The team will identify marketing channels and key concepts (incentives, place-making,
story line) to incorporate into an overall merchandising of Albany.
Promoting Physical Space Innovation through Regulatory Flexibility
Attracting highly mobile talent, companies, and residents require far more flexibility and
innovation in Downtowns to best take advantage of current and emerging trends in business
locations and lifestyles. The ability to provide temporary (pop-up) installations and businesses,
the need to integrate living and work spaces, the need to provide small and flexible spaces
for entrepreneurs, technology start-ups, and internet-based businesses all require a different
mindset regarding zoning and other regulations. In Louisville, new housing prototypes - both
for-sale and rental - in Downtown areas with maximum flexibility and the ability to integrate
smaller retail and business activity at ground level in Louisville required a suspension of the
existing zoning categories, but has resulted in great success – and the ability to accommodate
a Downtown housing need not available prior to that effort. Our early beta testing will further
inform financing gaps or impediments to implementation that need to be addressed in the
strategies.
At this point the team does not feel that investment in the creation of an actual campaign with
supporting marketing collateral is warranted.
Deliverables:
• Customer, Business, Tenant and Talent attraction and retention strategy
• Housing retention and creation strategy
• Retail recruitment and tenanting strategy
E3. Financial Assistance Options
Deliverables:
• Financial Assistance Options that extend the successful actions already underway but take
them to the next level with tax incentives, creative project financing and potential grant
sources.
• Identification of financing options and necessary public incentives and/or investment
E4. Marketing and Placemaking Strategies
Building on Authenticity…..

Project Approach, Scope of Work, and Deliverables
A major element of the success of Downtown Albany will be a strong, creative, and appropriate
marketing effort. Many Downtowns struggle with the “right time” to create or develop such
a branding or theming effort, and we understand this dilemma. The collective experience
of our team members suggest that it is first necessary to determine the authenticity of a
Downtown – its sense of place – and develop the brand around the assets that define this
authenticity. These may be obvious, such as the river, or perhaps somewhat under the radar,
which provide new opportunities. We have been involved in a number of projects where the
true authenticity, and thus the base of an authentic brand, evolves out of the master planning
or project planning process, and is much stronger as a result. As such we would propose that
wayfinding and marketing would emerge from the masterplan process rather than be developed
during the process.
Our early efforts to understand the experience of the Downtown (mystery visitor, Pecha
Kucha, activity mapping and visual essays) and lessons learned from any beta testing will
form the basis of future detailed wayfinding and branding efforts to come.
Deliverables
• A marketing and promotion strategy (the basis of a marketing plan) that articulate the
authentic strengths of the larger Downtown district(s) that are outlined in the Vision.
• Wayfinding and Placemaking strategies and Branding strategies that identify brand
opportunities.
E5. Quality of Life and Infrastructure Initiatives
Signature Elements that Solve Real Problems:
Focus on the connection between the riverfront and Downtown, which is a REAL need and
must be addressed through the overall planning process. However, we suggest that this not
be thought of as merely a pedestrian connection, but as a signature element that becomes an
iconic and celebratory element in and of itself, especially since the span across the highway
is very long. We would show examples from Columbus and elsewhere to illustrate our point
of having this become a main element of Downtown, as opposed to merely a way to reach
the other side...It would be expressed as a way to integrate the riverfront with the Downtown,
rather than merely to connect them.
• Identification of priority development and infrastructure projects that will have catalytic
impacts on the district, improve connectivity and create excitement and vitality. Identify key
catalytic development sites and programmatic opportunities
• A set of actionable strategies to enhance quality of life issues and add to the vitality of
Downtown with events, arts and high quality public realm. Our proposed method of beta
testing, may inject various new forms of public programming, events or cultural events. We
would delay the generation of a stand alone entertainment and cultural program that will
support the plan, rather than develop one concurrently with the plan.

Section 2
• Parking Strategy: (included in base bid) The NBBJ development implementation team has
extensive experience in planning, managing and developing parking assets. Additionally
the team has extensive experience in public private partnerships involving parking and real
estate assets. Specific parking management experiences includes Louisville, New Haven,
Hartford and Springfield, MA. Development experience includes Louisville, Boston and San
Jose, CA. Public-private transactions includes TF Green Airport, New Haven, Providence,
Hartford and Louisville.
Deliverables:
• Parking Strategic Plan
• Parks Open spaces streetscape plan
• Summary of applicable best practices (and results of beta testing)
• Implementation Plan (including results of beta testing)
• Performance Reporting (included analysis of beta tests)
F. WOW FACTOR
The following items are Wow factor extras that we believe will add value to the typical public
planning process to allow for a more creative approach to information gathering, community
visioning, and early actions.
Storytelling as a Way to Discover Albany’s Identity
Utilizing a TedX format for a community meeting, NBBJ will bring in experts and development
professionals (not necessarily from the consultant team) from across the country that have
focused on temporary and short term projects that have served to catalyze Downtown/
warehouse district regeneration. We foresee sessions on temporary strategies, pop up
entrepreneurism, tactical urbanism, proof of concept planning, among other potential topics. It
is the team’s firm belief that the initial catalyst will likely come from within Albany. The goal of
this session is to provide inspiration for a series of temporary and short term action strategies
that work for Albany and creates the momentum Albany desires.
Testing New Ideas With Modest Budgets…..
Before committing to major public investments to recreate public spaces, pedestrian
improvements or related infrastructure, temporary strategies modeled after the idea of beta
testing may serve a useful purpose of helping to understand how concepts will work in real
world environments. An interim approach particularly for concepts being introduced from other
markets allows for the opportunity to refine the projects to fit the realities of Albany before
committing resources toward final design and construction.
The NBBJ team would advocate strongly for early implementation actions, “beta testing”, as
a priority during the planning process. This strategy puts people on the ground who are both

Project Approach, Scope of Work, and Deliverables
The Show Me Albany Game

Section 2
making something happen and data-gathering at the same time. We can point to the success
of the New Haven vacant storefront pop up program. In this type program most of risk falls
on the entrepreneur, who then becomes our program advocate and emissary. This program
also grabs the owners and angles them immediately in both sacrificing (rent) and jump starting
activity. I would argue, we will put programs on the ground today is the thesis that create
more of the environment they want. The pop-ups that succeed are the successfully prototyped,
failure can and does occur, but our focus is on the speed and presence of storefronts being
occupied, not on a 100% rate. Each pop-up becomes an outreach and touch point for the
planning process and the revitalization of the Downtown.
Business and product innovation is critical to the health of businesses. Entrepreneurialism in
any industry provides vitality to an economy and is an important source The proximity of SUNY
Albany and RPI provide terrific opportunities for partnerships regarding a focus on technology
as part of the “Albany story” and the ability to create interesting reuse opportunities in Albany’s
historic properties and a new paradigm of supporting technological innovation through creating
economic infrastructure as part of the Downtown revitalization strategy.
Deliverables:
• Pecha Kucha to better understand strengths and assets in the local Downtown area of
which the team should be aware. This would also create excitement in the community
about those under-the-radar activities that are making Downtown Albany an exciting place
to live or work.
• TedX style format public meeting to bring together locals and community leaders to tell
stories of other places and efforts that would be applicable to the Albany context.
• Beta Testing: recruit and curate a limited number of seasonally appropriate beta tests for
public open space or private vacant space. (does not include hard costs)
• Albany Visual Essay: an electronic image bank of Albany that can be used to help identify
core assets and opportunities
G. DRAFT AND FINAL REPORT PREPARATION
We intend to create a dynamic process that results in a bold, creative and actionable vision for
the Downtown and to extend the vision to the adjacent districts and neighborhoods, as well
as better integrate the Riverfront assets. This vision will build on the success of the Downtown
and take advantage of the emergence of the New York State’s “Tech Valley”. The plan will be
an attractive and inspiring document, and a road map for implementation with specific tactical
recommendations to achieve the vision.

Project Approach, Scope of Work, and Deliverables
Schedule
The schedule is attached to the cost proposal in Section 6.

Section 3
Team Profile,
Qualifications, And
Experience

Team Profile, Qualifications,
and Experience
Section 3
Capitalize Albany Corporation
nbbj
Urban Design / Planning / Project Management
Alan Mountjoy
Principal-in-Charge
Alex Krieger
Director of Planning and Urban
Design
Andrea Pavia*
Project Manager
Jacob Simons*
Research and Strategy Director
Andrew Buhayar*
Analyst and Trending Director
Consultants
CityVisions Associates
Master Planning Implementation
Barry Alberts
Principal
C. William Weyland
Principal
Ninigret Partners
Market Analytics
Kevin Hively
President
David Panagore
Senior Advisor
Kate Nagle*
Communications Manager
Nelson\Nygaard*
Parking and Traffic Consultant
Jason Schrieber, AICP
Principal
Tom Brown
Senior Associate
Stoss Landscape Urbanism*
Landscape Architects for the
Corning Reserve Plan
Chris Reed, ASLA
Principal In Charge
Scott Bishop, ASLA
Project Manager
Amy Whitesides
Designer
Buro Happold*
Structural Engineers for the
Corning Reserve Plan
Neil Porto
Project Director
David Koysman
Civil Engineer
Samantha Cohen
Sustainable Infrastructure Specialist
Erik Prince
Designer
*new additions to the team

Team Profile, Qualifications, and Experience

Section 3
Project Team
Our team comprises the following six firms:
• NBBJ urban Design / Planning / Project Management
• CityVisions Associates Master Planning Implementation
• Ninigret Partners market Analysis
*New Additions:
• Nelson\Nygaard Parking and Traffic Consultant
• Stoss Landscape Urbanism Landscape Architects for the Corning Reserve Plan
• Buro Happold Structural Engineers for the Corning Reserve Plan
Firms and Individuals Added to the Team
As we have looked more closely at the scope and the additional task of creating a master plan
for the Corning Preserve, we have expanded the team accordingly. Within NBBJ, we have a
consulting group that calls itself REV. REV is an interdisciplinary studio within NBBJ’s global
design practice specialized in optimizing the performance of our client’s organizations and,
most importantly, people. They apply meaningful design strategies to understand and address
human and business needs and integrate design, business, and social science expertise to
uncover those needs, apply new thinking, and develop courses of action that result in positive
and innovative change. They utilize experience design and research, translate it to operational
planning and identify opportunities for change. REV will lead a process design session that will
identify the issues that need to be addressed in the Tactical Plan and set its goals, then help
us to strategize about and organize experiential exercises that will allow us to illustrate and test
the emerging ideas. Jacob Simons and Andrew Buhayar will lead these efforts that we think
will provide a real opportunity to “wow!” the tactics within the plan by encouraging us to look at
urban issues through an entirely new lens.
Ninigret Partners has added Kate Nagle to the team to create and manage the
Communications Plan. She will coordinate outreach to the community and with Capitalize
Albany Corporation.
We have also added Nelson\Nygaard to the team, primarily to lend their creative solutions
for parking to the plan, but also to ensure that our pedestrian and traffic approaches are both
progressive and implementable.
For the Corning Preserve Phase 2 Master Plan, we have recruited Stoss Landscape Urbanism
to assist in the design of the open space. Their approach to sustainability enhances their
keen eye for urban open spaces and facilitates implementation. Buro Happold will assist in
coordinating the design, providing engineering for structural elements such as footbridges,
waterfront structures and improvements to the “Performance Place.”

Team Profile, Qualifications, and Experience
Team Qualifications

Section
3NBBJ
NBBJ
Urban Design / Planning / Project Management
NBBJ’s urban design practice has a 30-year history of creating thoughtful design and planning
strategies for communities—cities, neighborhoods, waterfronts, mixed-use corridors, downtowns, and
urban campuses—nationwide and internationally. We understand the complex social, economic,
and environmental challenges of our time and use a multidisciplinary approach that goes far
beyond traditional form-making, an approach that encompasses architecture, landscape, policy,
and culture. By integrating this mix of skills, we design cities tailored to our specific clients
and their communities, places that fulfill the needs and aspirations of our increasingly urban
species. Our people-centered, holistic “Change Design” process empowers us to understand,
envision and design solutions that create meaning and value. We gather all perspectives and
consider every angle. This depth of understanding allows us to deliver the right solutions to the
right problems. We take the abstract—what is ideal—and make it real.
Project Team:
Alan Mountjoy, Principal-in-Charge
NBBJ
One Beacon Street Suite 5200
Boston, MA 02108
617-378-4828
amountjoy@nbbj.com
Alex Krieger, Director of Planning + Urban Design
NBBJ
One Beacon Street Suite 5200
Boston, MA 02108
617-378-4838
akrieger@nbbj.com
Andrea Pavia, Project Manager **
Jacob Simons, Research and Strategy Director **
NBBJ
223 Yale Avenue North
Seattle, WA 98109
206-223-5244
jsimons@nbbj.com
Andrew Buhayar, Analyst and Trending Director **
NBBJ
223 Yale Avenue North
Seattle, WA 98109
206-621-2286
abuhayar@nbbj.com
**New team members
NBBJ
One Beacon Street Suite 5200
Boston, MA 02108
617-378-4861
apavia@nbbj.com

Team Profile, Qualifications, and Experience
NBBJ
Andrea Pavia
Project Manager, NBBJ
Professional Affiliations
Urban Land Institute
Board of Architects of Rome
Education
Master of Architecture in Urban
Design, 2011
Harvard University Graduate School
of Design
Master in Architecture, 2001
University of Roma Tre, Rome, Italy
Andrea Pavia is an architect and urban designer from Rome, Italy with over a decade
of international professional experience. He earned his Master of Architecture in Urban
Design at the Harvard Graduate School of Design and his Master of Architecture degree
at the University of Roma Tre in Rome. Andrea’s interest focuses on what constitutes
good-resilient urban form at the intersection between city planning and urban design.
His research looks at the issues of ecology and energy as drivers in the design of urban
frameworks and at the centrality of public spaces in city making. His projects and
articles have been featured in Urban Land and in PianoProgettoCitta’ among others. In
the U.S., Andrea worked for RTKL in Chicago, the Harvard University Planning Office in
Cambridge, and Johnson Fain in Los Angeles. He has collaborated on the design and
development of a number of projects for mixed-use, office, campus, and residential
projects in USA and China, and he has been involved in conceptual and schematic
design phases for high-rise, mixed-use, and residential buildings, and for public open
spaces.
Relevant Project Experience
Foxtown Urban Design
Detroit, MI | Urban Designer
Nanjing Hexi Yuzui District Urban Design
Nanjing, China | Urban Designer
Downtown Los Angeles Fashion District Specific Plan*
Los Angeles, CA | Urban Designer
Old Town/Mid Town San Diego Community Plan Update*
San Diego, CA | Urban Designer
Faulkner Hospital Master Plan
Boston, MA | Urban Designer
New Haven Route 34
New Haven, CT | Urban Designer
Beijing Bohai Rim Master Plan Competition*
Beijing, China | Urban Designer
City for Tomorrow South Africa*
South Africa | Urban Designer
Santa Monica Expo Line Station Initial Concept Design*
Santa Monica, CA | Urban Designer
ABC Studios*
Golden Oak Ranch, CA | Master Planner
The District at Kaka’Ako*
Honolulu, HI | Master Planner
Jin Jiang Corridor ShuangLiu District
Chengdu, China | Master Planner
Luxury Lakes Urban Design
Chengdu, China | Master Planner
Dodger Stadium – Transit and Sustainability Assessment
Los Angeles, CA | Master Planner
Fullerton Transportation Center
Fullerton, CA | Master Planner
*Experience Prior to NBBJ

Section
3NBBJ
Jacob Simons, Associate
Research and Strategy Director, NBBJ
Education
Bachelors and Arts in Applied
Anthropology, 2006,
University of Washington
Resident, Athena Honors Design
Program, 2001 - 2002,
Arizona State University
Jacob’s mission is to understand the behavioral, cultural and experiential
needs of people as a means to define the fundamental relevance of design.
He believes that much of the success of any design, its ability to be a solution
at all, is buried under a complex and often subconscious understanding of
people, their current needs and their aspirations for the future. For this premise,
he has pursued design, not as a product or an object of self expression, but
as a process of exploration and discovery. Through this process he is able to
embody information and inspiration in each creation - product, service or space
- and enhance human experience and meaning through design. Jacob believes
the partnership of social science, design and business will enable the formation
of our environment to be achieved with the highest degree of wisdom and has
for the past several years worked within NBBJ to develop a group called REV
with this expressed goal. With diverse perspective, strategic capability and
design talent he is able to uncover new and relevant opportunities for design in
response to business needs and their customers’ desires.
Relevant Project Experience
Google, Inc., Mountainview Campus Masterplan and Design
Mountain View, CA | Research and Strategy Lead
Canterbury District Health Board, City Revitalization Visioning
Ashburton, New Zealand | Strategy and Prototyping Lead
Kaiser Permanente, Global Brand Standard
Various locations | Research and Strategy Lead
Swedish Medical Center, Surgical Master Plan
Seattle, WA | Patient Experience Designer
Louisiana State University Medical Center
New Orleans, LA | Transition Planning
Valley Medical Center, Expansion Project
Renton, WA | Transition Management
Providence Regional Medical Center
Everett, WA | Transition Planning
Microsoft, Building 92 Learning Center
Redmond, WA | Research Strategy/ Concept Design Team
The Columbus Foundation
Columbus, OH | Research Strategy Team
Southwest Washington Medical Center, E.W. and Mary
Firstenburg Tower
Vancouver, WA | Research Team
Southcentral Foundation, Primary Care Center II and III
Anchorage, AK | Principal in Charge of Design
United States Navy, Naval Hospital Bremerton, Master Plan
and Clinic Addition and Renovation
Bremerton, WA | Principal in Charge of Design
PeaceHealth, St. Joseph Hospital, Regional Institutional
Master Plan
Bellingham, WA | Partner in Charge
Washington State Employees Credit Union, Corporate
Headquarters
Olympia, WA | Research Strategy Lead

Team Profile, Qualifications, and Experience
NBBJ
Andrew Buhayar, Associate
Analyst and Trending Director
Andrew helps clients plan for and act on strategic decisions. With a
background in user research and business analysis, Andrew is able
to combine his qualitative and quantitative skills to clarify stakeholder
needs and provide confidence in decision-making through analytic
study. Andrew has significant experience helping clients identify, select
and plan for their future.
Education
Master of Business Administration,
2008 Illinois Institute of Technology
Master of Design Planning, 2008
Illinois Institute of Technology
Bachelor of Science in Business
Administration, 2002, Washington
Formerly with Sg2, a healthcare research and consulting firm based out
of Chicago, he has also worked with Mayo Clinic’s SPARC Innovation
Program where he helped develop strategies to explore remote care
offerings while advancing the Clinic’s innovation capacity. Andrew
holds a Master of Design in Design Planning and a MBA from Illinois
Institute of Technology, where in addition to his studies he worked on
strategic planning efforts for the Rocky Mountain Institute and workflow
improvement for GE Healthcare cardio catheterization lab products.
Relevant Project Experience
St. Joseph Health System, Mission Hospital Innovation Lab
Mission Viejo, CA | Project Advisor
St. Joseph Health System, Mission Hospital Master Planning*
Mission Viejo, CA | Strategic Planner
St. Joseph Health System, Covenant Health Master Planning*
Lubbock, TX | Analysis
St. Joseph Health System, St. Mary Medical Center Master
Planning*
Apple Valley, CA | Strategic Planning and Analysis
Naval Hospital Oak Harbor Study
Oak Harbor, WA | Demographics and Business Analyst
Providence Regional Medical Center
Everett, WA | Transitional Planning
Valley Medical Center
Renton, WA | Operations Support
Great Plains Regional Medical Center, Master Plan
North Platte, NE | Health Planner / Strategist
Swedish Medical Center, Surgical Master Plan
Seattle, WA | Healthcare Planner/ Strategist
Bill and Melinda Gates Foundation
Seattle, WA | Post-Occupancy Evaluator / Design Research
Investigator

Section 3
NBBJ: REV Studio Profile
REV Studio
REV is an interdisciplinary studio within NBBJ’s global design practice specialized in optimizing
the performance of our client’s organizations and, most importantly, people. Our studio is
comprised of designers and strategists from a wide range of professional and educational
disciplines driven by the belief that relevant, meaningful and innovative design begins and ends
with understanding the human experience. Through research and strategy we link our solutions
to the human spirit and its inherent potential. We believe that strategic innovation emerges from
an immersive discovery phase that uncovers both latent and expressed needs of consumers
and our clients.
REV fosters an ongoing dialogue with clients, partners and key stakeholders. We uncover deep
insights, often designing with as well as for end-users. Our unique methods provide insights
into users’ motivations and behaviors. Those findings enable us to design environments and
experiences that closely respond to our clients’ expectations and dreams in order to ensure
that these crucial human factors are not only embedded in the design, but also embraced in
our clients’ enterprise. Our services help clients transition to their future state, whether for a
product, a building, a new way of working or a new business practice. By partnering with our
clients to strategically uncover new opportunities and optimize experience, we help them grow.
Specialists
• Applied Social Scientists
• Architects/Interior Designers
• Business Strategists
• Communication Designers
• Industrial Designers
• Nurses/Clinicians
• Operational Specialists
• Strategic Planners

Team Profile, Qualifications, and Experience
NBBJ: REV Studio Profile
Approach
Our approach aligns brand, space, technology, communities, and health to your
organizational values and business goals. Based on our experience, successful
organizations demand alignment across the complete experience, both internally and
externally. This approach ensures high relevance and adoption of all innovation and
positive change.
Our thinking centers on the interplay of both expert and participatory mindsets, and our
approach builds on the value of informing “front end” strategy development with the rigor
of later-stage, or “back end”, transformational change implications and intelligence.
We are at our best when:
• We are balancing reliability and
validity
• We are integrating all disciplines/
stakeholders into the design process
• We are tackling “wicked problems”
through social innovation, i.e.
homelessness, obesity, etc.
• We are engaged early in project
visioning and throughout its duration
• We are current in best practices and
continue to experiment and learn
• We develop partnerships at levels of
“co-creation, learning and teaching”
• We work with clients (partners), not for
projects (service)
• We approach design as a verb, not a
noun
• We think “big picture” and share
multiple alternatives and perspectives
Sustainable Design
Sustainable design is becoming increasingly important in the mainstream of design practices,
as a means of delivering healthier environments. Our overall project approach includes a
structured way of ensuring that all aspects of integrated planning and design are included from
the beginning of the work, one of which is sustainable - or regenerative - thinking.
The extensive benefits our clients enjoy as a result of this way of thinking includes
reduced operating costs, increased flexibility, more manageable space, and healthier work
environments. We have found that clients enjoy a sense of pride knowing that their building
includes thinking that has reduced its toll on the environment and contains as much locally
generated or recycled material as possible.

Section 3
NBBJ: REV Studio Profile
Services
As part of a multidisciplinary design firm, our services extend from visioning and front-end
strategy through transition planning and change management. Our approach is broadly
applicable to industries where the built environment is a significant part of the human
experience such as healthcare, workplace, higher education, commercial real estate, retail
and hospitality.
Design
strategy
Research/Consumer Insight
Brand Experience
Workplace Strategy
Space Programming/Planning
Process Improvement
Operations/Analytics
Transition Planning
Prototyping
design
Implementation
Research/Consumer Experience
Brand Realization
Change Management
Live Simulations
Continuous Improvement
Organizational Evaluation/Metrics
Transition Management
Modeling

Team Profile, Qualifications, and Experience
NBBJ: REV Studio Profile
Visioning
Research
Design Research and Foresight
What is Design Research and Foresight?
Design Research and Foresight are flexible, creative approaches used across industries to
help frame challenges, hone questions, and inform strategies and actions
Why are Design Research and Foresight valuable?
• Increased foresight and learning around human and systems behavior
• Understanding and analyzing consumer, brand and organizational culture
• Moving from cultural insight to innovative business strategy and effective design solutions
• Co-creation efforts to yield relevant platform and concept ideation
• Making context and content visible through storytelling and data visualization
Tools & Methods
• Ethnography
• Observation
• Guided Immersions
• Semiotics
• Demographics
• Psychographics
• Focus groups
• Prototyping Lab
• Simulation
• Interviews
• Surveys
• Co-design and innovation programs/
workshops
• Trend analysis/ identification
• Scenario development
• Opportunity landscape analysis
• Quantitative measurement
• Participatory design research

Section 3
NBBJ: REV Studio Profile
Strategy
Business Strategy and Innovation
What is Business Strategy and Innovation?
Business Strategy is a systematic plan that aligns vision with the actions necessary
to allow an organization to achieve its objectives. Developing a differentiated strategy
provides business leaders the information necessary to make the appropriate decisions
that affect an organization’s immediate as well as long-range goals.
Whether transforming a physical workplace, adopting new ways of working, or refreshing
an organization’s brand, Business Strategy and Innovation can be used as a facilitator
and enabler for positive organizational change.
What is the value of using a congruence model in Workplace Strategy?
• Provides a mental checklist for analyzing a company’s internal processes and a
conceptual framework for achieving fundamental change.
• Enables transformation through integration of several elements, such as the
management structure, internal controls and the organizational culture to drive
performance and the extent to which the company is able to achieve its objectives.
Congruence Model
• Strategy - brand strategy; workplace transformation; business strategy
• Structure - management and organizational structure; business units; technology
infrastructure; culture
• Process - work process; technology interface; collaboration
• People - demographics; motivation; retention and hiring; HR policies
• Rewards - understanding how employees perceive the workplace in terms of undefined
sources of compensation; entitlement; incentives

Team Profile, Qualifications, and Experience
NBBJ: REV Studio Profile
Developing
Planning
Operational Planning and Master Planning
What is Operational Planning and Master Planning?
Operational Planning is the process of understanding the functional needs and desired
changes of our clients and integrating them into a solution that enhances the operational
performance of an organization.
Master Planning enables an organization to the make the right decisions about capital
investments and understand how to leverage existing assets for their highest and best
use. It provides a comprehensive, long-range plan for the strategy, programs, and
facilities that enable organizational growth.
Why are Operational Planning and Master Planning valuable?
• Optimized logistical efficiency
• Reducing cost by increasing utilization and productivity
• Ensuring consistency, quality and safety
Tools & Methods
• Research
• Organization design definition
• Population/demographic analysis and
forecasting
• Service area analysis
• Market/competitive analysis
• Departmental workload analysis
• Functional need analysis
• Financial analysis
• Concept evaluation
• Construction cost estimating &
escalation
• Feasibility studies
• Data visualization/reporting

Section 3
NBBJ: REV Studio Profile
Design
People, Process, Technology and Space
Why Design?
In today’s competitive market, design isn’t just for “designers”. It is an ethic that
permeates and differentiates companies across their entire business. Simply put,
design creates value for business. Design is an investment in innovative thinking,
definition, positioning, branding and communication that creates value for businesses
in terms of competitive advantage, customer trust and loyalty, and market share.
Design helps business counter the complexity of conditions with creative solutions.
In a global economy in which production gravitates toward the lowest cost producer,
human-centered design provides the competitive differentiation needed to gain market
share. Design is a critical strategic asset that is most effective when employed early in
corporate plans, not as a decorative finality.
Why Begin with Organization Design?
• Organization design works to ensure that the key elements of your organization are
working effectively and efficiently together to deliver your business strategy
• The design process involves you, and often some key stakeholders, in one or more
(depending on scope and scale of project) practical work sessions crafted specifically for
your organization.
• Sessions are focused on the ‘hard’ aspects of the organization - the structures,
processes, systems, technologies, and rewards, and also on the ‘soft’ aspects of the
organization - the culture, people and their skills, and the departmental similarities and
differences.
• The goal is to strategically align all aspects of the organization so that business
continuity is maintained during the transition and high performance is realized in the new
state.
Tools & Methods
• Research
• Organization design definition
• Population/demographic analysis and
forecasting
• Service area analysis
• Market/competitive analysis
• Departmental workload analysis
• Functional need analysis
• Financial analysis
• Concept evaluation
• Construction cost estimating &
escalation
• Feasibility studies
• Data visualization/reporting

Team Profile, Qualifications, and Experience
NBBJ: REV Studio Profile
Implementation
Management
Transition Services and Change Management
What are Transition Services and Change Management?
Transition Management employs a range of tools to track and address human resource,
operational, and facility related issues that inform and guide pre-move through post-move
activities. The life-critical nature of a healthcare facility demands that a comprehensive and
organized transition plan be designed, managed and executed in order to ensure seamless
“Go Live” operations and a successful occupancy.
Change management is a deliberate process that helps organizations succeed in making
positive change. A good program builds a system in which people get the support they need
so they are ready and able to embrace the new ways of doing business.
What is the value of Transition Services and Change Management?
• Readiness, safety, increased efficiency and uninterrupted patient care delivery
• Staff retention throughout a transition
• Staff empowerment leading to individual and group satisfaction
• Mitigating risk misalignment between elements of a new framework and people
• Sustainability of change, and influencing and supporting good design
• Protects investment across the business, people and the built environment

Section 3
NBBJ: REV Studio Profile
Tools & Methods
• Research
• Team organization
• Readiness assessment
• Budget development
• Project scheduling
• Facilitation
• Portal development
• Patient/physical move plan
• Systems integration plan
• Communications plan
• Training/orientation plan
• Policy development
• Protocol development
• Process change analysis/
• management
• Pre/post occupancy evaluation
• User guides/playbooks
• Equipment planning
• Equipment procurement
• Equipment Installation
• Licensing & registration
• Decommissioning
• Live simulations
Learning
Post-occupancy Evaluation and Teaching
What is Post-Occupancy Evaluation and Teaching?
Post Occupancy Evaluation (POE) is a management tool tailor-made to evaluate the building
performance and assess the effectiveness of the building facilities and services systems after
tenant occupancy.
POE also helps to facilitate a smooth handover of the building facilities to the end users and
maintenance parties and allows them to have a better understanding on the design intent
and operational conditions of the building facilities.
Why are Post Occupancy Evaluation and Teaching valuable?
• Continuous stakeholder engagement.
• Affirmation that building facilities are functioning as the original design intent and
comprehensively utilized to fulfill client’s needs.
• Fine tuning of systems to meet users’ operational needs.
• Teaching teams through doing to ensure understanding of people, process, technology and
space in a new setting.
• Sustainability review to identify means to enhance energy efficiency and conservation as well
as to recommend good energy saving housekeeping practice.
Tools & Methods
• Research
• Organization design definition
• Population/demographic analysis and
forecasting
• Service area analysis
• Market/competitive analysis
• Departmental workload analysis
• Functional need analysis
• Financial analysis
• Concept evaluation
• Construction cost estimating &
escalation
• Feasibility studies
• Data visualization/reporting

Team Profile, Qualifications, and Experience
NBBJ: REV Studio Profile
DO_tacit knowledge
SAY_explicit knowledge
observation
ethnography
time-lapse study
surveys
journals
interviews
INSIGHT
prototyping
co-design
image card sorts
collaging
MAKE_latent knowledge

Section 3
CityVisions Associates
CityVision Associates
Master Planning Implementation
CityVisions Associates, formed in 2008, is a unique and specialized partnership focused on
the creation of action-oriented downtown development strategies that blends over 30 years of
distinguished and award-winning experience and expertise of its two principals, Barry Alberts
and Bill Weyland. They have led and managed major downtown planning efforts, such as
the Louisville Downtown Development Plan. They have successfully developed revitalization
strategies for historic urban districts, such as the West Main Street District in Louisville.
CityVisions has created new urban destinations, such as the Glassworks District and the
Henry Clay; they have worked to reinforce a strong city “brand” for enhanced marketing with
a focus on riverfront, arts, and history in Paducah. In addition, they have developed physical
improvement plans that both celebrate the community’s sense of place and connect downtown
to its river and adjacent historic neighborhoods.
Project Team:
Barry Alberts, Principal
balberts@cityvisionsassociates.com
C. William Weyland, Principal
bweyland@cityvisionsassociates.com
CityVisions Associates
604 South Third Street
Louisville, KY 40202
Office: (502)561-7885
Fax: (502)584-9414

Team Profile, Qualifications, and Experience
Ninigret Partners
Ninigret Partners
Market Analytics
Ninigret Partners (NP) specializes in market assessments for private and public sector clients,
especially in the medical research and health industries, providing strategic and creative
insight on project financing and implementation. NP leverages the business tools of the
private sector to help their public and non profit clients with insights into the strategic drivers
of their problems as well as recommend practical ideas and solutions. The firm has been
actively engaged in a number of development projects, infrastructure issues, and planning
activities across the Northeast, California and the southeastern US on behalf of communities,
development entities, and regional planning agencies.
Project Team:
Kevin Hively, President
hively@ninigretpartners.com
David Panagore, Senior Advisor
panagore@ninigretpartners.com
Kate Nagle, Communications Manager**
nagle@ninigretpartners.com
Ninigret Partners
121 S. Main Street, 11th Floor
Providence, RI 02903
401-276-2618
**New team member

Section 3
Ninigret Partners
Kathryn Nagle
Communications Manager, Ninigret Partners
Kathryn Nagle is a recent addition to the Ninigret Partners team. Ms. Nagle
is an experienced public affairs and communication consultant with extensive
experience in grass roots advocacy, coalition building and media relations.
Her experience includes the following:
Education
BA, Government, Cum Laude
Harvard University
Affiliations
RI Mentoring Partnership (Bd of
Directors)
• Grass roots organizing to support ballot initiatives involving state higher
education bond issues and as well as for a manufacturing association;
• Development and execution of communication plans for RI Water Resources
Board & RI Scholarship Alliance;
• Crisis communications for the state public transit authority during a strike
and for a museum during several executive transitions;
• Store launch work for Walmart in RI and CT;
• Media relations work for a range of museums, corporations. real estate
development and public agencies; and
• Grant writing for nonprofit agencies including a manufacturing partnership
Previously Ms Nagle worked for RDW Group one of the largest independent
full service advertising and communications firms in New England. She also
worked for Advocacy Solutions, a leading public affairs and government
relations firm in RI. Prior to that she worked for the RI Manufacturing
Partnership and served on the Washington DC staff for US Senator Lincoln
Chafee.
She is a graduate, cum laude of Harvard University.

Team Profile, Qualifications, and Experience
Nelson\Nygaard
Nelson \ Nygaard
Parking and Traffic Consultant
Nelson\Nygaard Consulting Associates, Inc. is a nationally recognized firm committed to
developing transportation systems that build vibrant, sustainable communities. With seven
offices covering North America, we have one of the largest groups of transportation planners
that focuses entirely on planning for transit and non-auto modes.
Since its inception in 1987, Nelson\Nygaard has become renowned for consensus building
and developing plans that are practical and implementable. Recognized for projects across
the country, Nelson\Nygaard has received awards and honors from a number of professional
organizations including the American Planning Association, the Association of Environmental
Professionals, the American Society of Landscape Architects, and the Congress for the New
Urbanism.
A fully multimodal approach, drawn from the real world experiences of industry specialists,
is a hallmark of every Nelson\Nygaard project. We specialize in planning comprehensive
transportation and parking systems that smartly balance investments in communities. We
understand the impacts that different parking management practices have on transit use,
transit-oriented development, traditional development feasibility, retail success, downtown
walkability, and safe bicycle access.
Project Team:
Jason Schreiber, Principal
Nelson\Nygaard Consulting Associates
10 High Street, Suite 700
Boston, MA 02110
617-521-9404 (main)
617-521-9403 (direct)
jschrieber@nelsonnygaard.com
Thomas Brown, Senior Planner
Nelson\Nygaard Consulting Associates
121 West 27th Street - Suite 705
NYC, NY 10001
212-242-2490
tbrown@nelsonnygaard.com

Section 3
Nelson\Nygaard
Parking and Traffic Expertise
Nelson\Nygaard specializes in developing parking plans and management programs that
go beyond single-issue parking studies and instead focus on creating livable environments
through efficient, fiscally responsible use of parking resources. We are highly experienced
in drafting policies, regulatory language and practical implementation plans that set forth
successful parking management strategies while understanding the specific needs of a city’s
administration, advocacy groups, businesses and residential neighborhoods. Nelson\Nygaard
is skilled in helping clients understand the real costs of parking and developing strategies for
balancing parking demand with financially feasible levels of supply.
Parking Demand — How Much is the Right Amount?
Providing too much or poorly-placed parking can be immensely costly, increase vehicle traffic,
reduce pedestrian and cyclist safety, and reduce development density. Conversely, supplying
too little parking can create its own set of problems including undermining the financial
feasibility of development projects, hampering the revitalization of commercial districts, and
creating parking spillover issues.
Nelson\Nygaard undertakes parking demand studies in recognition of the larger community
context, realizing that parking must often support several goals simultaneously, such as
promoting economic development while maintaining a quality pedestrian environment.
Building Consensus Among Stakeholders
Policymakers, business interests, and residents often have conflicting objectives and
competing community goals. Nelson\Nygaard builds consensus by having these separate
players see the larger picture, bringing key stakeholders together to explore potential tensions
and tradeoffs. Our innovative public education strategies ensure that communities understand
the planning process with ultimate plans reflecting local values and needs.
Analytical Expertise
Land use and parking are inextricably linked: you have a variety of land uses in your downtown
and corresponding parking for the users of these land uses. Nelson\Nygaard uses ITE and ULI
tools to evaluate the supply and demand of a parking supply relative to the square footage of
existing land uses, assessing the ratios and understanding any deficits. A shared parking model
methodology is utilized to best represent how downtown parking is actually utilized throughout
the course of a day and week.
Parking Policy
From citywide parking strategies to neighborhood plans, Nelson\Nygaard has developed
policies for small downtowns and major metropolitan centers. Our outreach tools help foster
community consensus on policy objectives, and translate these into decisions on specific
management policies. The firm is also at the cutting edge of new policy formulation: we have
written best practice guides for the EPA, taught training courses for the American Planning
Association, and developed our in-house best practice database.

Team Profile, Qualifications, and Experience
Nelson\Nygaard
Parking Management
Our senior staff includes former parking managers who can lead clients through the
implementation process for parking cash-out, shared parking, residential permit parking and
other programs. We advise on how to take advantage of new payment and enforcement
technologies, and implement customer-friendly information systems.
Bringing It All Together
Nelson\Nygaard combines the technical ability of skilled parking planners with expertise
in translating difficult and contentious transportation subjects to ensure public buy-in and
generate local enthusiasm for projects. Our view is that transportation planning is fundamentally
a public process where applying technical rigor is equally important as gaining community
support when putting into practice effective and innovative parking plans.

Washington, DC
Section 3
Nelson\Nygaard
Downtown DC BID Parking Study
The Downtown DC Business Improvement
District (DBID) retained Nelson\Nygaard to assist
in completing a Parking Benefit District feasibility
assessment for downtown Washington.
Planners from our New York and Boston offices
assisted the DBID in this process by first
developing a comprehensive Survey Toolkit for
completing Inventory, Occupancy, and Duration
surveys within the downtown curb-parking
inventory. This Toolkit included all necessary
materials for field implementation, data entry,
and findings analysis for all three survey types.
Upon receipt of the Toolkit, the DBID completed
a series of surveys and delivered all resulting
data to Nelson\Nygaard for analysis. Nelson\
Nygaard used Toolkit resources to fully analyze
the capacity, occupancy, and duration data that
DBID collected and entered. Finally, we used the
Toolkit instruments to develop a full evaluation
of curb performance across the surveyed inventory
— based on industry-standard utilization
metrics for optimal curb performance — and
projected the performance and financial impacts
of a short series of performance-based price
change recommendations.
Implications of our findings included the
potential to generate millions of dollars in new
revenues by recalibrating meter rates based on
measured demand. This would not only create
new, direct revenue, but would improve overall
mobility performance (especially surface transit)
by reducing parking-related congestion, and
make available parking spaces consistently easier
to find.
Thus, it was concluded that, not only were
revenues significant enough to make it worth
establishing a Parking Benefit District, but that
doing so was the best means of ensuring that
curb-management was effective in responding to
observed conditions, and that resulting revenue
gains were used to maximize the residual, longterm
benefits of well-managed downtown street
parking.
Project Duration: 2011
Total Budget: $30,000
For more information:
Downtown DC Business Improvement District
1250 H Street, NW, Suite 1000
Washington, DC 20005
www.downtowndc.org
Contact:
Ellen Jones
Director of Infrastructure and Sustainability
202-638-3232
ellen@downtowndc.org

Team Profile, Qualifications, and Experience
Montgomery County, MD
Nelson\Nygaard
Parking Study
Recognizing the growing pressure on their downtown
parking supply, the City of Haverhill hired
Nelson\Nygaard to develop a comprehensive
strategy for addressing parking needs in advance
of the regional transit agency completing a new
parking garage at the commuter rail station.
Haverhill’s 2007 Master Plan for downtown
calls for creation of a vibrant, urban, pedestrianfriendly
environment that can only exist in an
area with a functional parking system.
Downtown Haverhill experiences parking pressures
from residents, employees, customers,
commuters, and visitors. Competition for parking
in certain areas at certain times can be intense.
Meanwhile, the overall supply of parking is never
more than 63% utilized, allowing room to dedicate
guaranteed spaces for specific user groups.
With the RTA’s garage opening soon—and a
burgeoning downtown residential population—
Haverhill recognized that they should act. Haverhill
needed several changes to be able to manage
its downtown parking system in a way that will
accommodate its continued vitality.
A detailed counting program mapped utilization
throughout the downtown, and multiple workshops
identified areas of need. Nelson\Nygaard
then developed several guiding principles underlying
the program:
• Provide convenient available parking for
customers and clients
• Establish permitted parking for residents
and employees
In September of 2011, the Haverhill City Council
approved the program, and the City is moving
ahead with full implementation, with Nelson\
Nygaard’s on-going assistance.
Project Duration: 2010–Present
Total Budget: $24,950
Nelson/Nygaard Budget: $30,000
For more information:
City of Haverhill
4 Summer Street
Haverhill, MA 01830
Contact:
David Van Damm
Mayor’s Chief of Staff
(978) 374-2300
• Protect publicly available parking from
commuter pressures
• Return any excess parking funds generated
to downtown improvements
• Make the parking system user friendly
A detailed parking program was developed that:
• Implements paid parking in busiest places
to encourage availability/turn-over
• Eliminates most time-limits
• Uses in-car meters for new permit parking
• Establishes a clear enforcement policy

Lansdale, PA
Section 3
Nelson\Nygaard
Comprehensive Parking Study
The Lansdale Parking Authority retained
Nelson\Nygaard and McMahon Associates
to undertake a comprehensive parking study
of downtown Lansdale. Lansdale is actively
seeking to facilitate the redevelopment of the
borough’s downtown area as a vibrant, healthy,
safe, and pedestrian-friendly destination. The
goal of the study was to provide a framework
upon which the Borough could integrate sound
parking policy and realistic parking information
into its downtown development plans.
Lansdale, located 20 miles northwest of
Philadelphia, seeks to capitalize on its compact
downtown area and excellent transit access
with a busy SEPTA rail station. Yet the city
struggles with an antiquated parking system in
terms of regulations, pricing, governance, and
enforcement. With a recently completed Main
Street streetscape project, and the potential
development of a 200+ space municipal parking
lot adjacent to the rail station, the Nelson\
Nygaard team documented the existing parking
supply and utilization. Working with community
stakeholders, the Lansdale Parking Authority,
and Borough Staff, the team established a
base understanding of how parking works in
Lansdale and developed recommendations to
update the parking management system so that
it supports larger Borough goals while accommodating
current users. The recommendations,
approved by the Parking Authority, would:
• Establish a Demand Responsive Pricing
system for on- and off-street parking in
thecore area around Lansdale Station to
create availability for customers
• Organize parking policy and governance
functions under the direction of the Parking
Authority, while maintaining current staffing
levels and responsibility
• Enhance the Downtown Business Overlay
District Zoning to incorporate the most
progressive parking provision policies
• Eliminate time limits and establish unpaid
parking in area’s highest availability
• Remove antiquated meters and consolidate
best existing technology into most utilized
areas
• Recommend signage, wayfinding, and
physical infrastructure improvements
to encourage a park and walk system in
Downtown Lansdale.
Project Duration: 2011-present
Total Budget: $80,000
Nelson\Nygaard Budget: $55,000
For more information:
Lansdale Parking Authority
1 Vine Street
Lansdale, PA 19446
Contact:
Robert McDyre
Police Chief
215-368-1801
rmcdyre@lansdalepd.org

Team Profile, Qualifications, and Experience
Medford, MA
Nelson\Nygaard
Medford Square Parking and Circulation
Nelson\Nygaard was hired as a subconsultant by
Utile Architecture who was preparing a garage
feasibility study in Medford on behalf of MassDevelopment,
the State’s economic development
arm. The City sought to rebuild a garage that had
to be torn down years earlier. Nelson\Nygaard
recommended that a full parking study accompany
the feasibility study for the new garage in
order to understand how much supply was really
needed and how it should be managed.
Nelson\Nygaard’s approach was to look comprehensively
at the entire public parking supply and
associated access within a five-minute walking
radius of the proposed garage site. This included
a traffic operations study at key intersections, a
full parking inventory, utilization counts, public
workshops, parking surveys, and field observations.
By assessing how a parker would access destinations
from the garage on foot, Nelson\Nygaard
identified key traffic signal and intersection
improvements that would significantly, reduce
pedestrian crossing delays, bringing more
destinations within a short walk. This also
demonstrated that more existing vacant spaces
could also be made closer, helping lead the City
to prioritize better management of the existing
parking supply before building a new garage.
The project team proceeded to develop a park-
ing pricing structure using demand-based zones
and demonstrated that on-street parking and
a new-permit program could adequately cover
the costs of a new parking facility and bring in
additional revenue.
As of summer 2010, the City’s first priority is a
parking management plan that may extend to
other parts of the city. This work in Medford
Square has demonstrated the value of a highlywalkable
space for improved parking access that
reflects Nelson\Nygaard’s technical creativity in
solving multimodal transportation challenges.
Project Duration: 2010
Total Budget: $134,904
Nelson\Nygaard Budget: $36,012
For more information:
MassDevelopment
160 Federal Street
Boston, MA 02110
Contact:
Rhonda Spector
Vice President, Planning and Development
(617) 330-2000
rspector@Massdevelopment.com

Section 3
Nelson\Nygaard
Jason Schrieber, AICP
Principal, Nelson\Nygaard
Education
Bachelor of Science, Urban Planning
University of Massachusetts, Amherst
Selected Lectures and Presentations
Transportation Planning & Emissions,
Integrating Sustainability & Climate Action
Planning With the Comprehensive Master
Plan, Society for College & University
Planning, National Harbor MD, July 2011
Transportation Planning and Emissions,
Harvard Executive Education Instructor
on Planning and Building Sustainable
Campuses, Cambridge MA, July 2011
Mode Shift: Moving to Transit, Biking
& Walking, University Park Foundation,
Akron OH, March 2010
Campus Parking Strategies and Best
Practices, Paperclip Communications
Webinar, December 2009
Transportation in College & University
Communities, APTA University
Conference, Athens GA, May 2010
With 19 years of private and public sector national experience, Jason
provides multi-modal planning and design skills with a unique understanding
of municipal needs, community concerns, and institutional priorities. Jason
previously led planning efforts for Cambridge, Massachusetts’ municipal
parking system while also managing parking regulations for private parking
and curb space citywide. This included setting policies, payment rates,
permit programs, etc. Jason also approved parking layouts & garage
designs; promulgated safety, slope & sightline guidance; and designed
street cross-sections and walking infrastructure. Jason now manages
downtown planning and parking management projects for Nelson\Nygaard
in several metro regions, such as Washington DC, Boston MA, Denver CO.
Jason regularly presents on parking best practices around the country.
Relevant Project Experience
Parking Policy and Management. Helping communities re-prioritize their downtown
transportation systems:
• Springfield, MA. Helping the Parking Authority restructure its policies and
operations contracts in order to improve operating efficiencies and reduce costs
while improving customer service. Includes system audits, new contracts, vendor
RFPs, and public bidding assistance.
• Montgomery County, MD. For the County DOT and MNPPC, led the
development of a restructured parking regulatory structure and associated
management programs for the county’s urban districts and new master planned
developments, such as White Flint. Included the innovative incentive-based
restructuring of the County’s pioneering ad valorem tax on new parking to reduce
trip-making.
• Lansdale, PA. Leading an effort to change parking policy and governance to
expand commercial activity and control commuter demand. Recommendations
have enabled the Borough to have a private developer turn a municipal parking
lot into a prime TOD in the heart of downtown.
• Haverhill, MA. Guided the City through its first successful public process
in eight tries to evaluate real parking demand in the face of new residential
development and a priced commuter rail garage. Led the process to bring
outsourced parking pricing; continuing to support the City during roll-out.
• Abu Dhabi, UAE. Created the regulatory structure for parking and
transportation-related requirements of new development throughout the city by
applying progressive shared parking and public-private management practices.
• Boston, MA. Leading the development of parking policy changes, including new
green transportation and TDM initiatives, as well as the creation of Boston’s first
comprehensive parking database, to be designed as an open source, integrated
government and public information platform.
• Salem, MA. Led the complete re-structuring of downtown parking operations
to create a forward-thinking system that is customer-friendly, neighborhoodprotective,
and accommodating of employees and commuters. With broad
stakeholder support, the City has recently implemented the full plan.
• Portsmouth, NH. Performed a detailed utilization study and demand assessment
in advance of a parking garage feasibility study. Results demonstrated such
strong sharing and trip capture that the City Council has delayed garage
construction to explore NN’s management recommendations.

Team Profile, Qualifications, and Experience
Nelson\Nygaard
Thomas Brown, Senior Associate
Project Manager, Nelson\Nygaard
Education
M.S., Urban Planning, Hunter College,
New York, NY
B.A., History, Ohio State University
Tom will be the Project Manager for Nelson\Nygaard. Located in the
New York office, Tom is one of the firm’s lead parking specialists
with over 10 years experience. Tom was the lead planner for Nelson\
Nygaard’s Parking and Transportation Demand Management study
for Howard University, which brought the University’s transportation
investments, policies, and actions into better alignment with the
ambitious campus redevelopment vision set out in its recent Campus
Master Plan update. A core task for this study was a peer review of
leading campus parking and transportation programs and strategies.
Tom has completed comprehensive parking management studies for
cities and communities of all sizes, including New York City (Lower
Manhattan, Downtown Brooklyn, Queens), Philadelphia, Washington,
DC, Ann Arbor, Vineland (NJ), and Seaside, FL. Tom is currently leading
downtown parking studies in Marquette, MI and Huntington, New York
Relevant Project Experience
• EPA Building Block Assistance Workshops: Parking Capacity Audits,
Various - 2012 - Ongoing. Leading a series of EPA-funded workshops
for seven communities across the country designed to provide a quick
assessment of critical demand/ supply conditions in their downtowns or
targeted, Smart Growth opportunity areas. This included the development
of survey tools, guideline documents, and analysis spreadsheets designed
to become “off the shelf” resources for any community in completing similar
assessments without need off outside consulting.
• Ongoing Downtown Parking Studies, Huntington, NY and Marquette,
MI - 2012 - Ongoing. Leading downtown parking studies in both cities to
determine the sufficiency of on- and off-street capacities to meet current
and anticipated parking demand. Both studies focus on first measuring
existing resources, then reviewing options to extract their full benefits
before investing in any new supply construction. Options being reviewed
in both areas will include: sharing of private facilities during offsetting-peak
opportunities, reducing parking demand through multi-mobility investments,
raising awareness and incentivizing use of under-utilized resources .
• DBID Parking Study, Washington, DC - 2011. Led an analysis of current
curb-parking resources, utilization patterns, and strategic-management
options for the Downtown DC BID. Tasks included survey and surveyinstrument
design (including the development of guideline and instruction
materials to support DBID’s continued monitoring of on-street conditions),
an assessment of technologies to support improved curb-management, and
projections of market-price impacts on utilization levels and revenue within
the Downtown and Golden Triangle BID districts.
• Joint Parking Study, Montgomery County, MD–2009-11. Led a
comprehensive review of the County’s Parking Lot District program for
the County DOT and M-NCPPC. This included a review of leading parking
benefit district programs, change recommendations for existing and
emerging urban centers within the County, and a proposed restructuring of
parking requirements in these areas to minimize on-site parking facilities not
managed as public parking.

Section 3
Stoss Landscape Urbanism
Stoss Landscape Urbanism
Landscape Architects for the Corning Reserve Plan
Stoss is a Boston-based, collaborative design and planning studio that works at the
intersection of landscape architecture, urban design, and planning—in an emerging field
known as landscape urbanism. This field implicates sites and projects in broader ecological,
infrastructural, and socio-cultural systems and dynamics, thereby making them more
environmentally, urbanistically, and economically rich and viable over time. While many other
practices have since taken on landscape infrastructure and landscape urbanism as part of
their agenda, Stoss was instrumental as one of the first studios to bring this emerging theory
into professional practice, with real clients, real sites, real budgets, and real people. For
this, we were recognized with the 2012 Cooper-Hewitt National Design Award in Landscape
Architecture.
Founded in 2000, Stoss traces its roots to 1995 with the design and exhibition of a number
of landscape urbanism projects, early studies in strategic framework planning, brownfields
recovery, stormwater harvesting, and landscapes as infrastructure. We value research and
innovation, but we understand the critical need to be BOTH pragmatic AND inventive—
particularly for work in the public realm.
Stoss is an intentionally small studio; we bring a high level of energy and commitment to each
project. We have the ability, time, and motivation to work closely with clients, teams, and
stakeholders to fully understand and develop individual project goals and demands, thereby
embarking on a process of design and discovery that is both responsive and catalytic.
We have been lucky enough to be recognized for our work nationally and internationally
for many years now—both by leading design journals (Progressive Architecture Award and
Topos International Landscape Award) and by place-based organizations (Top Honor Award
for Waterfront Design by the Waterfront Center). We have also won numerous awards from
organizations such as the American Society of Landscape Architects, the Boston Society of
Architects, and the Boston Society of Landscape Architects, for both built and speculative
projects.
Project Team:
Chris Reed, Principal
cr@stoss.net
Scott Bishop, Associate Principal
sb@stoss.net
Erik Prince, Associate
ep@stoss.net
Amy Whitesides, Designer
aw@stoss.net
Stoss Landscape Urbanism
423 W Broadway #304
Boston, MA 02127 USA
T 617 464 1140
F 617 464 1142

Team Profile, Qualifications, and Experience
Stoss Landscape Urbanism
Milwaukee . wi . usa
Erie Street Plaza
Stoss Landscape
Urbanism
team lead, urbanism,
landscape, planning
Client
City of Milwaukee
Budget
$850,000
Size
0.25 acres
key personnel
Chris Reed,
design director
Scott Bishop,
project manager
Milwaukee’s new waterfront plaza is the result of an
international design competition won by Stoss. The proposal
is for a flexible social space that can accommodate large
gatherings and day-to-day activities, built on sustainable
design principles. It is one of a series of public space
activators along the Milwaukee Riverwalk, a three-mile
pedestrian and bicycle corridor that connects downtown
Milwaukee to the emerging and redeveloping Third Ward and
Beerline Districts, and to the lake front beyond.
The plaza is conceived as a flexible field that fosters
social and environmental activity and appropriation. It
activates and registers environmental cycles of stormwater by
collecting runoff to support a reconstituted marsh / wetland,
re-charges the groundwater tables, and utilizes river water
for irrigation. Socially, the plaza is designed to accommodate
a wide array of potential activities, including art festivals,
gatherings, concerts, movies, weddings, festivals, farmer’s
markets, and winter carnivals, as well as less intense, everyday
activities like boat-watching, fishing, sunbathing, and
simply hanging out.
The project included extensive interface with the
Wisconsin Department of Natural Resources, the City of
Milwaukee Public Works and Community Development
Departments, the Planning and Fine Arts Commissions, and
various community groups, abutters, and stakeholders.

Section 3
Stoss Landscape Urbanism
GREEN BAY . WI . USA
Fox Riverfront + The CityDeck
Stoss
Landscape
Urbanism
team lead, urbanism,
landscape, planning
(collaborators included
Vetter Denk Architects)
CLIENT
City of Green Bay
Budget
$14 million
Size
5 acres
key personnel
Chris Reed,
design director
Scott Bishop,
project manager
The CityDeck is the heart of a multi-phase redevelopment
project along Green Bay’s Fox Riverfront, whose aim is to
allow for significantly increased access to the river and to
diversify social and ecological life along it.
The boardwalk is activated by an undulating wooden
surface that provides spaces for gathering, docking,
watching, and playing. The sectional diversity creates a
wide range of seating configurations and river overlooks.
The boardwalk is designed flexibly, to accommodate both
large and small gatherings comfortably, and for round-theclock
and year-round activity.
The design inventively integrates sustainable
stormwater, material, and lighting strategies; it reorients
downtown to the riverfront; it frames opportunities for new
development; and it creates an entirely new image for the
City of Green Bay.
Project planning and design involved intense public
and stakeholder participation, as well as extensive
coordination with local, county, state, and federal agencies.
Phase 1 opened in stages in 2009 and 2010. Phases
2 and 3 were completed in 2012-2013.
Mike Roemer
Jeff Mirkes

Team Profile, Qualifications, and Experience
Stoss Landscape Urbanism
Minneapolis . MN . USA
Minneapolis Riverfront
Stoss
Landscape
Urbanism
team lead, urbanism,
landscape, planning
Client
Minneapolis Parks
Foundations +
Parks and Rec Board
Budget
N/A
Size
2200 acres
key personnel
Chris Reed,
design director
Scott Bishop,
project manager
Jill Allen,
planner
The project re-imagines 5.5 miles of Mississippi Riverfront
in Minneapolis, from the cultural riverfront in downtown
north to the city limit.
Stoss’s proposal is titled Streamlines; it’s about sheer,
unfiltered experience of direct contact with the river and
river life, in many ways and at multiple moments. And it’s
about weaving these experiences back into the everyday
city.
Streamlines is also a project about working ecologies,
ecological systems and dynamics put to work to clean, to
re-constitute this working riverfront, and to guide a longerterm
transformation of the city fabric.
But it is not about a single green line along the river.
Rather, this project is about multiple threads, multiple
strands; it evokes the stories and lives of the people who
live, work, and play by the river’s edge and have done so
for centuries. It builds from the rich histories and evolving
identities of the Mississippi River, the ecological, economic,
social lifeblood of the city, and of the continent. And it puts
in place a series of working and operational landscapes,
green infrastructures, and landscape-based urban fabrics
that will guide this transformation for the next generation of
city-dwellers, just as the Grand Rounds did for 20th-century
Minneapolis.

Section 3
Stoss Landscape Urbanism
Chris Reed, Principal
Stoss Landscape Urbanism . Boston . MA
Chris Reed is the founding principal
of Stoss. His innovative, hybridized
approach to public space has been
recognized internationally, and he has
been invited to participate in competitions
and installations in the United States,
Canada, Europe, Israel, the Middle
East, Taiwan, and China. Reed’s
research interests include the impact of
ecological sciences on design thinking,
and city-making strategies informed by
landscape systems and dynamics; he
is co-editor of an upcoming volume of
research and drawing titled Projective
Ecologies. Reed received a Master
in Landscape Architecture from the
University of Pennsylvania and an AB in
Urban Studies from Harvard College. He
is currently Adjunct Associate Professor
of Landscape Architecture at the Harvard
University Graduate School of Design.
EDUCATION
University of Pennsylvania
Master of Landscape Architecture . 1995
Harvard College
A.B. cum laude in Urban Studies . 1991
Columbia University
New York / Paris Program . GSAPP . 1989-1990
REGISTRATION
Registered Landscape Architect Arizona .
Massachusetts . Ontario . Pennsylvania . Rhode
Island . Wisconsin
PROFESSIONAL EXPERIENCE
Stoss Landscape Urbanism
Founding Principal . Boston . MA . USA .
2000-present
Hargreaves Associates
Senior Associate . Associate . Cambridge . MA .
USA . 1995-2000
Stephen Stimson Associates
Landscape Designer . Falmouth . MA . 1995
Burck Ryan Associates . Landscape Designer .
Watertown . MA . USA . 1995
Wallace Roberts & Todd Intern .
Philadelphia . PA . USA . 1994
Michael Van Valkenburgh Associates . Intern .
Cambridge . MA . USA . 1991-1992
AFFILIATIONS
American Society of Landscape Architects -
Member
The Forum for Urban Design - Fellow
RECENT AWARDS
Smithsonian Cooper-Hewitt National Design
Award . Landscape Architecture category . 2012
Top Honor Award . CityDeck . Excellence on the
Waterfront Awards . Waterfront Center . 2011
Topos Landscape Award . Topos International
Review of Landscape Architecture and Urban
Design . 2010
ACADEMIC EXPERIENCE
Harvard Graduate School of Design . Adjunct
Associate Professor of Landscape Architecture .
2010-present
Harvard Graduate School of Design . Design
Critic in Landscape Architecture . 2003, 2005,
2008-2010
Harvard Graduate School of Design . Research
Fellow . Center for Technology and Environment
. 2003-2005
University of Pennsylvania . Adjunct Associate
Professor . Department of Landscape
Architecture . 2008-2009
University of Pennsylvania . Lecturer .
Department of Landscape Architecture . 2000-
2008
University of Pennsylvania . Teaching Assistant
. Department of Landscape Architecture . 1994-
1995
University of Toronto . Adjunct Faculty . Faculty
of Architecture Landscape & Design . 2006
University of Wisconsin-Milwaukee . Visiting
Faculty . Department of Architecture . 2005-2006
Florida International University . Visiting Faculty .
School of Architecture . 2004
University of Virginia . Lecturer . Department of
Landscape Architecture . 2003
Rhode Island School of Design .
Visiting Faculty . Department of Landscape
Architecture . 2000, 2003
BOOKS + EDITED VOLUMES
Projective Ecologies . ed. by Chris Reed and
Nina-Marie Lister. ACTAR / Harvard Graduate
School of Design . (Spring 2013)
Stoss / The CityDeck . Sourcebooks in
Landscape Architecture 7 . ed. by Jason Kentner
. The Ohio State University Press . (2012)
STOSSLU . Monograph by C3 Publishers /
Korea . 2007
PUBLISHED WRITINGS (SELECT)
“Mat Ecologies: Landscape
Representations” . Representing Landscapes:
A Visual Collection of Landscape Architectural
Drawings . ed. Nadia Amoroso . Taylor & Francis
/ Routledge . March 2012
“Landscape Urbanism in Practice” . Topos 71:
Landscape Urbanism . Callwey . July 2010
“The Ecological (and Urbanistic) Agency of
Infrastructure” . Deconstruction / Construction:
The Cheonggyecheon Restoration Project in
Seoul . ed. Joan Busquets . Harvard Graduate
School of Design . 2010
“The Agency of Ecology” . Ecological Urbanism .
ed. Mohsen Mostafavi and Gareth Doherty . Lars
Muller . 2010
“Underpinnings for an Arid Urbanism” . The Al
Qattara Oasis in Al Ain . ed. Jorge Silvetti and
Felipe Correa . Harvard Graduate School of
Design . 2010

Team Profile, Qualifications, and Experience
Stoss Landscape Urbanism
Scott Bishop,
Associate Principal
Stoss Landscape Urbanism . Boston . MA
Scott Bishop is Associate Principal at Stoss, a
registered landscape architect (MI, MA, CT), and
a human ecologist. He currently works around
the world with a variety of environments and
ecologies including Eastern Africa, the Middle
East, North America, Asia and Europe. He has
also taught at the University of Pennsylvania
School of Design as a studio critic for the
Department of Landscape Architecture, and
he directed the Stoss Studio for the Sasaki
Distinguished Visiting Critic Award at the Boston
Architectural College. Bishop holds a Master of
Landscape Architecture from the University of
Pennsylvania and a BA in Human Ecology from
the College of the Atlantic.
EDUCATION
University of Pennsylvania
Master of Landscape Architecture . 2005
College of the Atlantic
B.A. in Human Ecology . 1997
REGISTRATION
Licensed Landscape Architect
Connecticut . Michigan . Massachusetts
PROFESSIONAL EXPERIENCE
Stoss Landscape Urbanism . Associate Principal
. Boston . MA . USA . 2005–present
University of Pennsylvania School of Design
Studio Critic . Department of Landscape
Architecture . 2012
Utile . Staff Designer . Boston . MA . USA . 2005
National Park Service . Intern Landscape
Architect . Philadelphia . PA . USA . 2004
Foglia Design Associates . Landscape Designer
. Somerville . MA . USA . 1999–2002
AFFILIATIONS
American Society of Landscape Architects -
Member
RECENT AWARDS
Smithsonian Cooper-Hewitt National Design
Award . Landscape Architecture category . 2012
Top Honor Award . CityDeck . Excellence on the
Waterfront Awards . Waterfront Center . 2011
Topos Landscape Award . Topos International
Review of Landscape Architecture and Urban
Design . 2010
ACADEMIC EXPERIENCE
Boston Architectural College . Studio Director .
Sasaki Distinguished Visiting Critic . 2010
University of Pennsylvania . Lecturer .
Department of Landscape Architecture . 2009
University of Pennsylvania . elective studio:
Network Dynamics . Metro Phoenix . AZ . USA
University of Pennsylvania .
Visiting Critic . Department of Landscape
Architecture . 2007
University of Pennsylvania .
elective studio: Mat Urbanism . Massachusetts
Military Reservation . Cape Cod . MA . USA
University of Pennsylvania .
Visiting Studio Assistant . Department of
Landscape Architecture . 2005
University of Pennsylvania .
elective studio: De/generative Urbanism .
Georgia-Pacific Mill Site . Fort Bragg . CA . USA
University of Pennsylvania . Teaching Assistant .
Department of Landscape Architecture . 2004
University of Pennsylvania . core curriculum:
Media 3
University of Pennsylvania . PENN Praxis .
Student Team Leader . Bensalem Waterfront
Studio
University of Illinois . Professional Director
of student team . Department of Landscape
Architecture . 2008
University of Illinois . Windsor Road Charrettte .
Urbana-Champaign . IL . USA
Somerville High School . Advisor + Professional
Assistant . High School Courtyard Renovation
Club . 2001–2002
PUBLISHED WRITINGS
“Disappearing Mangroves” . The Al Qattara
Oasis in Al Ain . ed. Jorge Silvetti and Felipe
Correa . Harvard Graduate School of Design .
2010
“Dynamic Fields: Toronto’s Lower Don Lands”
Landscape Architecture China . Chris Reed and
Scott Bishop . 2009
PRESENTATIONS
Formation . University of Nebraska . Lincoln .
NE . 2011
Arid Urbanism . Keynote Speaker . 3rd
International Conference on Drylands, Deserts,
and Desertification: The Route to Restoration
. Ben-Gurion University of the Negev . Sede
Boqer Campus . Israel
WORK PUBLISHED + CITED
Landscape Architecture Magazine . Minneapolis
Riverfront . volume 101 no. 4 . April 2011
“On Board for Change” . volume 99 no. 9 .
September 2009
Architektura (Poland) . CityDeck . vol. 193 . 2010
Competitions . “No Student Left Behind” volume
16 . Fall 2006
Panorama . “Urban Design: Imagining a New
Grand Central Square for Caracas” . 2005
and coverage in the following newspapers:
nacional
el universal
el mundo
construction and design of the urban
environment

Section 3
Stoss Landscape Urbanism
Erik Prince, Associate
Stoss Landscape Urbanism . Boston . MA
Erik has over nine years of professional
experience practicing Landscape Architecture
in the San Francisco Bay Area, Boston and
New York City. He holds a BS in Landscape
Architecture from Colorado State University
and in 2010 graduated with distinction from
the Harvard Graduate School of Design with
a Masters of Landscape Architecture where
he received the Jacob Weidenman Prize,
the school’s highest honor for design. Erik’s
professional experience emphasizes the
design, communication and construction of
award winning urban projects ranging from the
community level to the urban scale. His interest
in the transformation of complex industrial
waterfronts is demonstrated through his
previous experience as a designer and project
manager for numerous projects at Michael
Van Valkenburgh Associates (MVVA). Erik’s
research investigates the constructed interface of
urbanism and water where the typological urban
and ecologic systems confluence and index
a relationship to sub-surface conditions and
regionally operative systems.
EDUCATION
Harvard Graduate School of Design
. Master in Landscape Architecture
II . 2010
Colorado State University .
Bachelor of Science in Landscape
Architecture . 2002
PROFESSIONAL EXPERIENCE
Tom Leader Studio . Designer .
Berkeley . CA . USA
CMG Landscape Architecture .
Designer . San Francisco . CA . USA
Michael Van Valkenburgh Associates
. Consultant .
New York . NY . USA
Michael Van Valkenburgh Associates
. Associate .
New York . NY . USA
Gates Associates . Associate .
Danville . CA . USA
Wenk Associates . Intern . Denver .
CO . USA
National Park Service, Water
Resources Division . Consultant .
Fort Collins . CO . USA
Bath Landscape Design . Design
Staff . Fort Collins . CO . USA
RECENT AWARDS
Municipal Art Society of New York
Brendan Gill Prize . Brooklyn Bridge
Park . Brooklyn . NY . USA . 2011
Rudy Bruner Award Silver Medal .
Brooklyn Bridge Park . Brooklyn . NY
. USA . 2011
1st Place (with MVVA) . City + Arch +
River 2015 Competition . St. Louis .
MI . USA . 2010
Equal 1st Prize (with OPSYS) . Sea
Change 2030: An International
Urban Sea Level Rise Ideas
Competition . Sydney Harbour . 2010
ASLA Award . Honor in Analysis +
Planning (with MVVA) . Brooklyn
Bridge Park . Brooklyn . NY . USA
. 2009
ASLA Award . Honor in Design .
Boston Children’s Museum . Boston .
MA . USA . 2008
ASLA Award . Honor in Analysis &
Planning (with MVVA) . Lower Don
Lands . Toronto . ON . Canada .
2008
1st Place (with MVVA) . Hudson
Park and Boulevard . New York . NY
. USA . 2008
ACADEMIC EXPERIENCE
Harvard Graduate School of Design
. Teaching Assistant . Landscape
Architecture IV Core Studio . 2010
Harvard Graduate School of Design
. Teaching Assistant . Studies in
Landscape Representation II . 2010
Boston Architectural College .
Visiting Critic . 2008-2010
Harvard Graduate School of Design
. Teaching Assistant . Landscape
Technology (Landform + Grading)
. 2009
Harvard Graduate School of Design
. Planting Design Research &
Teaching Grant with Michael Van
Valkenburgh . 2009
published writings &
CITATIONS
GSD Platform 3 . Ephemeral
Crossroads . Harvard University
Graduate School of Design, Actar
. 2010
Sea Change 2030 Competition .
Topos . Design & Function . vol 72 .
2010 (with OPSYS)
Brooklyn Bridge Park . Topos .
Design & Function . vol 72 . 2010
(with MVVA)
“New York Firm MVVA Wins Arch
Design Competition” . St. Louis Post
Dispatch . Doug Moore . 2010 (with
MVVA)
Studio Works . Architecture .
Stimulus Package . Harvard
University Graduate School of
Design . 2010
“The Greening of the Waterfront” .
New York Times . Nicolai Ouroussoff
. 2010 (with MVVA)
“On Mat Ecologies” Ecourbanism
V Oblivion . Trays . Ecological
Urbanism Conference . GSD . 2009
Michael Van Valkenburgh Associates
- Reconstructing Urban Landscapes
. Yale University Press . 2009 (with
MVVA)
“Playful, but Not a Playground:
Boston Children’s Museum Brings
Learning Outside” . Landscape
Architecture . Marty Carlock . 2008
(with MVVA)
Lower Don Lands . Concept, Korea .
vol 100 . 2007 (with MVVA)
“Winning Design Returns Don River
to Its Rightful Place in the City” .
Globe and Mail . 2007 (with MVVA)
“The Active Edge: Designed
by Michael Van Valkenburgh
Associates, Brooklyn Bridge Park
Destined to Become New York’s
Third Great Urban Landscape” .
Metropolis 25 . no 7 . 2006 (with
MVVA)

Team Profile, Qualifications, and Experience
Stoss Landscape Urbanism
Amy Whitesides, Designer
Stoss Landscape Urbanism . Boston . MA
Amy is a graduate of the Harvard Graduate
School of Design where she obtained a Masters
in Landscape Architecture. Upon completion
of her degree Amy was awarded the ASLA
certificate of merit. Her student work, Vertical
Territories, has been awarded both an ASLA
honor award and third prize in the 2011 IFLA
competition. In addition to her work at Stoss,
Amy is a lecturer at University of Toronto Daniels
School of Architecture where she teaches
history and theory with a focus on topics of
contemporary landscape architecture. Amy holds
a graduate certificate in Scientific Illustration and
a bachelor’s degree in Environmental Studies
from University of California, Santa Cruz and has
worked as a freelance illustrator for University of
Chicago Press, California Academy of Sciences,
Sally Ride Science, Central Coast Bat Research
Group, and researchers at Stanford Hopkins
Marine Lab.
EDUCATION
Harvard University Graduate School
of Design . Masters in Landscape
Architecture . 2012
University of California Santa Cruz
Extension . Graduate Certificate in
Scientific Illustration . 2007
University of California Santa Cruz .
BA Environmental Studies . 1997
PROFESSIONAL EXPERIENCE
Stoss Landscape Urbanism .
Designer . October 2012-Present
Geoadaptive LLC . Consulting Editor
. Cambridge . MA . USA . August
2012-Present
Design & Graphics Consultant .
Sault-Sainte Marie . ON . Canada .
July-August 2012
Freelance Scientific Illustrator .
2007-2012
Office of Landscape Morphology .
Design Intern . Paris . France . 2011
Harvard Graduate School of Design
. Community Service Fellow .
Roxbury . MA . USA . 2010
Harvard GSD and Harvard Center
for Global Health & The Environment
. Harvard University Garden Project .
Design Team Member . 2009-2010
University of California Santa
Cruz . Department of Ecology and
Evolutionary Biology . Course
Coordinator. 2008-2009
UC Santa Cruz Department of
Environmental Studies . Teaching
Assistant and Writing Tutor . 2000-
2009
RECENT AWARDS
GSD Class of 2012 ASLA Certificate
of Merit
ASLA Honor Award . ‘Vertical
Territories’ with Chen Chen and E.
Scott Mitchell . 2011
IFLA Competition . 3rd Prize . Zurich
. Switzerland . ‘Vertical Territories’
with Chen Chen and E. Scot Mitchell
. 2011
GSD Platform 4 selection . 2011
Penny White Travel Grant. Harvard
GSD. 2011
GSD Platform 3 selection . 2010
Community Service Fellowship
Award . 2010
ACADEMIC EXPERIENCE
Lecturer . Univerity of Toronto
Daniels School of Architecture . 2012
- Present
Studio Instructor . Landscape
Architecture . Harvard GSD Career
Discovery . 2012
Teaching Assistant . Landscape
Representation II . Harvard GSD .
2012
Committee Member . 2013
Admissions . Harvard GSD
. Department of Landscape
Architecture . 2012
Committee Member . Penny White
Travel Grant Selection Committee .
Harvard GSD . 2012
Research Assistant . Harvard
University GSD . Green Roof
Initiative . 2011-2012
Class Representative. MLA I class of
2012 Harvard GSD . 2009-2012
Volunteer Instructor . Project Link .
Harvard GSD . 2011
Research Assistant . Ecological
Architecture/Biotic Roofs Publication
. 2011
Teaching Assistant . Introduction to
Ecology . Harvard GSD . 2010
Botanical Illustration Instructor .
University of California Santa Cruz
Summer Session . 2009
Teaching Assistant and Writing Tutor
. UC Santa Cruz Department of
Environmental Studies . 2000-2009
PUBLICATIONS + EXHIBITS
Instigations GSD 075 . ed. Moshen
Mostafavi and Peter Christensen .
(2012)
Qinglonghu Foothill Strategy . Periurban
development alternatives for
Southwest Beijing . ed. Kongjian Yu
. (2012)
Adaptive Terrain . Infrastructural
Strategies in the Foothills of Medellin
. ed. Christian Werthmann . (2012)
GSD Platform 4 . Harvard GSD .
Publication and Exhibition . 2011
View on Harvard GSD . Harvard
GSD . 2011
Architecture for Humanity ‘Safe
Trestles’ Competition . Educational
exhibit illustrations . 2010
Journal of Mammalogy.
Illustrations 90(5): 1157-1164.
2009
An Orchard Invisible.
University of Chicago Press.
Chapter Illustrations. 2008
Filoli Botanical Illustration
Exhibition . Filoli . Woodside .
CA . USA . 2008
Earth’s Precious Resources
. Sally Ride Science book
series . Collaborative role in
illustrations . 2007
Illustrating Nature . Santa Cruz
Museum of Natural History .
Science Illustration Student
Exhibition . 2007

Section 3
Buro Happold
Buro Happold
Structural Engineer for the Corning Reserve Plan
Buro Happold is a global, integrated, multidisciplinary engineering firm that offers a complete
range of services for the built environment: Urban Design & Planning; Regeneration &
Masterplanning; Transportation Planning; Sustainability Consulting; Structural, Façade,
MEP, Environmental, Energy, Geotechnical, Fire and Life Safety Engineering, Computation &
Simulation Analysis, Lighting Design, and Project Management.
Buro Happold practices from a worldwide network of 27 offices in 12 countries. In addition to
our office in New York, which was established in 2000, our North America presence includes
offices in Boston, Chicago, Los Angeles, and San Francisco.
We provide focused engineering solutions for projects ranging from large urban and regional
master plans to campuses to individual buildings. Our current planning, infrastructure and
engineering projects include the High Line and Jamaica Bay Great Park developments in New
York City, Navy Pier Redevelopment in Chicago, and St. Petersburg Pier Redevelopment in
Florida.
We work in numerous sectors and from our work with internationally-renowned architects on
diverse range of projects our engineers have gained a depth of experience and understanding
of complex projects. We combine this globalized knowledge with local understanding and
experience to execute successful, award-winning projects. Through consultation and industry
collaboration we can introduce sustainable, appropriate, innovative and value-added solutions
at all stages of the design process.
Currently a firm of 1,400 professionals world-wide, 160 of whom are located in North America,
Buro Happold distinguishes itself from other engineering practices by its holistic, creative
and flexible approach to problem solving and in developing economical and sustainable
solutions for our clients. Our multi-disciplinary approach enables us to assist effectively
across every stage of design, from concept through construction and subsequent operation
and maintenance. We pride ourselves on tackling complex projects, often with aggressive
schedules and stringent performance goals, providing the best possible service by creating a
streamlined and efficient team with strong technical delivery..
Project Team:
Neil A. Porto, Project Director
neil.porto@burohappold.com
David Koysman, Sr. Civil Engineer
david.koysman@burohappold.com
Samantha Cohen, Sustainable Infrastructure Specialist
samantha.cohen@burohappold.com
Buro Happold
100 Broadway, 23rd Floor
New York, NY 10005
Tel: 212.334.2025

Team Profile, Qualifications, and Experience
Buro Happold
Our relevant urban design, masterplanning and revitalization experience includes:
• East River Waterfront Redevelopment Masterplanning & Design - New York, NY
• The High Line - New York, NY
• Jamaica Bay Great Park - Queens, NY
• Olympic Park Lower Lea Valley Redevelopment - London, UK
• Chicago Navy Pier Redevelopment - Chicago, IL
• St. Petersburg Pier - St. Petersburg, FL
• Pier 17 Redevelopment - New York, NY
• Orange County Great Park - Irvine, CA
• Jackson Square Redevelopment Master Plan - Roxbury, MA
• Detroit Works Revitalization Study - Detroit, MI
• Brookfield Denver Master Plan - Denver, CO
• Jingjin New City Master Plan - Tianjin, China
• King Abdullah Financial District Masterplanning & Design - Riyadh, Saudi Arabia
• Abu Dhabi Media Zone District Master Plan - Abu Dhabi, UAE
• Kuala Lumpur International Financial District Master Plan - Kuala Lumpur, Malaysia
•Columbia University Manhattanville Campus Master Plan - New York, NY
• Lynn University Campus Master Plan - Boca Raton, FL

Section 3
Buro Happold
East River Redevelopment Planning
New York, NY, USA
Buro Happold
In 2003, the Mayor’s Office of Lower Development,
Department of City Planning, and Economic Development
Corporation (EDC) laid the groundwork for an ambitious
new effort designed to attract more New Yorkers and
tourists to the historic East River waterfront by selecting
an international design team to produce a comprehensive
master plan for the redevelopment of the East River
waterfront from Battery Park to the East River Park.
The project involves a masterplanning study for a 1.5
mile stretch of New York City bordering on the East River.
The study compromises a 12-month design period to
develop a strategy for expansion of residential, cultural
and commercial building for this area. It is estimated that
10-20 million square feet of new building space needs
to be created over the next 50 years in Lower Manhattan
and this site is seen as one of the promising areas for
development
Goals for the redevelopment include:
• Enhanced access to and along the water’s edge
• New waterfront uses and amenities
• Increased open space
Key project information
Client
City of New York
Architect Richard Rogers Partnership with SHoP
Architects / Olin Partnership
Project value $10M
Dates Scheme Design completed in 2004
Services provided by Buro Happold
Structural engineering, sustainability services, urban
planning & design, water supply & distribution, waste
water solutions, marine, coastal & river engineering

Team Profile, Qualifications, and Experience
Buro Happold
The High Line
New York, NY, USA
Buro Happold
The High Line, since its construction in the 1930’s and
last use in 1980, had fallen into disrepair. The initiative to
determine the fate of the elevated railroad line, that spanned
22 blocks from West 34th Street to Gansevoort Street in the
Manhattan’s meatpacking district, began in 1999 when its
demolition seemed imminent. Buro Happold, working with
Field Operations, was selected by the Friends of the High
Line and the City of New York to create the master plan for
the re-use and re-integration of the High Line.
Inspired by the melancholic, unruly beauty of the line, the
design team re-imagined this industrial infrastructure as
a place of leisure, city life, and nature. The design strategy
evolved by challenging the traditional rules of ecological
and pedestrian engagement, and combining organic and
built materials that accommodate the wild, cultivated,
intimate, and hyper-social.
To preserve the High Line’s unique character., the design
is to remain perpetually “unfinished”, sustaining emergent
growth and change over time and forever creating a place
of community engagement, connectivity and inspiration.
The success of the High Line has been reinforced with the
redevelopment of the surrounding area that has occurred
in parallel with the multi-phase project. There is 1.5
million square feet of mixed use development completed
or under construction with another 2.5 million square
feet in planning. It is estimated that the City will realize
approximately $900m in revenue over the next thirty years
with around $4 billion in private investment as a direct
result of the High Line project.
Key project information
Client
Friends of the Highline (FHL)
Architect Field Operations / Diller Scofidio+Renfro
Project value $52M
Dates Phase I: Completed 2009
Phase II: Completed 2011
Phase II:I Estimated Completion 2014
Services provided by Buro Happold
Structural engineering, MEP engineering, Sustainability

Section 3
Buro Happold
St. Petersburg Pier
St. Petersburg, FL, USA
Buro Happold
Buro Happold on the Michael Maltzan Architecture design
team were selected as winners of an international design
competition for the replacement of the existing 625,000
SF St. Petersburg pier. Phase One of the project includes
design and construction services for the new pier only,
including Above Water Drive, Above Water Bridge, Pier
Promontory, Lens Canopy, Elevator Towers and Balconies.
A fixture on the St. Petersburg, Florida waterfront since
the late 19th Century, the St. Petersburg pier has been
an important commercial, social, and tourist center for
the community. The pier has been rebuilt seven times
since the initial structure was completed in 1899. The
most memorable was the 1926 Mediterranean revival
architecture inspired “Million Dollar Pier” demolished
in the late 1960s. The current pier is the iconic ‘inverted
pyramid’ structure which was completed and opened to
the public in 1973.
The intent of this project is to redefine what the pier could
be and how it supports the City’s image and identity
within the framework of an evolving downtown, which
includes attractions such as the internationally recognized
Salvador Dali Museum.
Key project information
Client
City of St. Petersburg
Architect Michael Maltzan Architecture
Project value $35M
Dates Completion expected in 2015
Services provided by Buro Happold
Structural engineering, civil engineering, MEP engineering
Images ©Michael Maltzan Architecture

Team Profile, Qualifications, and Experience
Buro Happold
Neil A. Porto PE
Principal
Role on Project: Project Director
Mr. Porto has nearly 30 years of progressive experience
in infrastructure project management, project planning,
civil and structural engineering, quality assurance/
quality control, and construction management. He
has managed complex, high-profile projects and led
the development of comprehensive master plans,
transportation studies, environmental documentation,
and phased rehabilitation programs. He has specialized in
the evaluation and assessment of complex engineering
projects and presented to clients and the public to aid in
informed decision-making and phased implementation
of infrastructure improvements.
Key Project Information
The High Line / New York, NY
St. Petersburg Pier / St. Petersburg, FL
East River Park Waterfront Redevelopment * / New York, NY
Stuyvesant Cove Park* / New York, NY
North Shore Esplanade* / Staten Island, NY
Gateway Park & Atlantic Avenue Extension* / Queens, NY
Discipline
Qualifications
Registrations
Firm
Civil Engineering
BCE, CornellUniversity; ISO 9001 Certified
Quality Assurance Auditor
Professional Engineer in NY and NJ
2012 - Present
Queens West Waterfront Park and Street and Infrastructure
Improvements* / Queens, NY
Swindler Cove Park Pedestrian Bridges* / New York, NY
FDR Drive Rehabilitation, NYSDOT, East 54th Street to East
53rd Street* / New York, NY
FDR Drive Rehabilitation, NYSDOT, East 34th Street
Viaduct* / New York, NY
Route 9A Reconstruction, Segment 6* / New York, NY
Elevated Transit work for 10 Transit Stations for NYCT and
LIRR* / New York, NY
Jamaica Station Plaza Intermodal Improvements* /
Queens, NY
East River Park Redevelopment, New York, NY* Stuyvesant Cove Park, New York, NY* The High Line, New York, NY
* Denotes work done by Neil Porto prior to joining Buro Happold

Section 3
Buro Happold
David Koysman PE
Civil Engineer
Role on Project: Senior Civil Engineer
Since earning undergraduate and graduate degrees
in Civil Engineering from NYU Polytechnic Institute,
David Koysman has been working in multiple capacities
as a project engineer. His project portfolio includes
transportation, residential and commercial complexes of
varying scales and complexities of scope. David has direct
experience working with public agencies such as the DCP,
DEP, DOT and DOB and a comprehensive understanding
of city regulations and the approvals process. Mr.
Koysman is a member of ASCE and Engineers Without
Borders and is licensed Professional Engineer in the State
of New York.
Key Project Information
The High Line / New York, NY
Pier 57 Redevelopment* / New York, NY
Riverside South Park , Phase V* / New York, NY
Barclays Arena Traffic Impact Assessment * / Brooklyn, NY
Willis Avenue Bridge Replacement* / New York, NY
Harlem River Drive Bridge Replacement* / New York, NY
Discipline
Qualifications
Registrations
Firm
Civil Engineering
Masters of Science, Civil Engineering, New
York University Polytechnic Institute, 2010;
Bachelor of Science, Civil Engineering, New
York University Polytechnic Institute, 2008
Professional Engineer in NY
2012 - Present
130 East 59th Street, UJA-Federation Building* /
New York, NY
Diamond Tower* / New York, NY
50 Bowery* / New York, NY
2182 Broadway* / New York, NY
Harlem Village Academy* / New York, NY
Pier 57 Redevelopment, New York, NY* Riverside South Park, Phase V, New York, NY* The High Line, New York, NY
* Denotes work completed prior to joining Buro Happold

Team Profile, Qualifications, and Experience
Buro Happold
Samantha Cohen
Engineer
Role on Project: Sustainable Infrastructure Specialist
Samantha Cohen joined Buro Happold in 2011 after
completing studies in both engineering and architecture
with an advanced sustainability and environmental
emphasis. Ms. Cohen has worked on a variety of
sustainable infrastructure projects at both the domestic
and international level.
Discipline
Qualifications
Firm
Sustainability, Infrastructure & Master
Planning
BSc-Massachusetts Institute of Technology
2011 - Present
Key Project Information
The High Line / New York, NY
St. Petersburg Pier / St. Petersburg, FL
JingJin Sustainable Infrastructure Master Plan /
Tianjin, China
Kuala Lumpur International Financial District (KLIFD)
Mixed Use Development Master Plan /
Kuala Lumpur, Malaysia
Kuala Lumpur International Financial District (KLIFD)
LEED Consulting /
Kuala Lumpur, Malaysia
Punggol Neighborhood Master Plan / Singapore
Lodha Place Residential Development / Mumbai, India
Tata TCS IT Campus Sustainable Master Plan /
Murukkumpuzha, India
JingJin Sustainable Master Plan, Tianjin, China St. Petersburg Pier Redevelopment, St. Petersburg, FL The High Line, New York, NY

Section 4
Reference and Quality of
Performance History

Reference and Quality of
Performance History
Section 4
NBBJ
Kairos Shen, Director of Planning
Boston Redevelopment Authority
One City Hall Square
Boston, MA 02201
(617) 918-4471
Kairos.Shen.BRA@ci.boston.ma.us
CityVisions Associates
Louisville Downtown Plan/West Main Street
Hon. Jerry Abramson, Lieutenant Governor
Commonwealth of Kentucky
Frankfort, KY
(502) 564-2611
ltgabramson@gmail.com
Lisa Schroeder, President and CEO
Riverlife
425 Sixth Avenue, Suite 1340
Pittsburgh, PA 15219
(412) 258-6636
lisa@riverlifetaskforce.org
Richardson Olmsted Complex
Monica Pellegrino Faix, Executive Director
Richardson Center Corporation
Buffalo, NY
(716) 849-6070
monica@richardson-olmsted.com
Monica Pellegrino Faix
Richardson Center Corp.
c/o The Buffalo News
One News Plaza
P.O. Box 100
Buffalo, NY 14240
(716) 849-6070
monica@richardson-olmsted.com
Owensboro
Fred Reeves
Downtown Development Director
Owensboro-Daviess County Economic Development
Authority
Owensboro, KY
(270) 925-8962
freeves41@gmail.com

Reference and Quality of Performance History
Ninigret Partners
Kelly Murphy
Deputy Mayor For Development
City Of New Haven, CT
203-946-2367
kmurphy@newhavenct.net
Rhonda Spector
VP Planning And Development
Mass Development
617-603-3116
rspector@massdevelopment.com
Bonnie Nickerson
Director Long Range Planning
City Of Providence, RI
401-225-8192
bnickerson@providenceri.com
Nelson\Nygaard
MARQUETTE DOWNTOWN PARKING PLAN
Marquette Downtown Development Authority
203 S. Front Street
Marquette, MI 49855
Mona Lang, Executive Director
906-228-9475
mlang@downtownmarquette.org
LANSDALE COMPREHENSIVE PARKING STUDY
Lansdale Parking Authority
One Vine Street
Lansdale, PA 19446
Robert McDyre, Police Chief
215-368-1801
rmcdyre@lansdalepd.org
CONCORD COMPREHENSIVE PARKING STUDY
Town of Concord
141 Keyes Road
Concord, MA 01742
Marcia Rasmussen, Planning Director
978-318-3290
mrasmussen@concordma.gov

Section 4
Stoss Landscape Urbanism
FOX RIVERFRONT + THE CITYDECK
Carl Weber
Director of Public Works, Green Bay, WI (former)
Director of Public Works, Janesville, WI (current)
608 755 3182
weberc@ci.janesville.wi.us
Erie Street Plaza
Robert Greenstreet
City Planner, Milwaukee
414 229 4014
THE PLAZA AT HARVARD UNIVERSITY
Lisa Hogarty
Vice President
Harvard University Campus Services
617 495 0759
lisa_hogarty@harvard.edu
Tanya Iatridis
Director
Harvard University Planning Office
617 496 1999
tanya_iatridis@harvard.edu
Buro Happold
EAST RIVER WATERFRONT MASTER PLAN &
REDEVELOPMENT *
Terri Bahr, Lead Project Manager
New York City Economic Development Corporation
110 William Street
New York, NY 10038
Tel: 212.312.3714
Email:tbahr@nycedc.com
* Reference contact is for work completed by Neil Porto
while at HDR. Buro Happold provided structural engineering,
sustainability consulting, urban planning & design,
water supply & distribution, waste water solutions
and marine, coastal & river engineering for the Master
Plan phase of the project.
JAMAICA BAY GREAT PARK MASTER PLAN
David Bragdon, Director
Office of Long-Term Planning & Sustainability
NYC Department of Parks & Recreation
830 Fifth Avenue
New York, NY 10065
Tel: 212.360.3423
Email: David.Bragdon@parks.nyc.gov
Giles Moore
Director, Design Services
Harvard University Planning Office
THE HIGH LINE MASTER PLAN AND DEVELOPMENT
Louise Eddleston Lewis, Director of Capital Projects
Friends of the High Line
529 West 20th Street, Ste. 8W
New York, NY 10011
Tel:212.206.9922
Email: Email: louise.lewis@thehighline.org

Section 5
MWBE and
Local Participation

MWBE and Local Participation
Section 5
At this time we have not recruited any local or MWBE firms. We have built a strong team for
the scope of services in this proposal, but should we find as we negotiate the final scope with
Capitalize Albany Corporation that we need the assistance of subconsultants that are better
recruited locally, such as civil engineers, code consultants, cost estimators or public process
facilitators, we will work with you to identify the best firms, with the goal of recruiting locally
and from the MWBE certified firms in New York. Our experience in campus planning for SUNY
has provided us with experience with a number of such firms, although none are based in
Albany.

Section 6
Cost Proposal

TACTICAL REVITALIZATION PLAN FOR DOWNTOWN ALBANY FEE SCHEDULE
NBBJ
CityVisions
NinIgret Partners
Stoss
Buro Happold
Nelson Nygaard
NBBJ
CityVisions
NinIgret Partners
Stoss
SCOPE
Tasks
Notes
A EXISTING CONDITIONS ANALYSIS $ 65,150
1 Collect and Analyze Market Data o n $ 3,200
$ 3,200
2 Review Existing Reports n o o o $ 10,000 $ 3,200
$ 13,200
3 Additional Information Review and Incorporation n o o o $ 3,200
$ 3,200
$
-
Deliverables Summary of Existing Conditions (physical) n $ 15,000
$ 15,000
Summary of opportunities and challenges n $ 5,000
$ 5,000
Market Analysis Reports o n $ 25,550
$ 25,550
(optional) Existing financial resources [$8,000] $
-
(optional ) Existing organizational capacity report [$4,800] $
-
$
-
B STAKEHOLDER ENGAGEMENT $ - $ 84,800
1 Interviews (action team(s) and individual) n o o $ 10,000 $ 3,200
$ 13,200
Interviews
2 Public Meetings (2) formats to be determined n o o o $ 25,000 $ 6,400 $ 3,000
$ 34,400
Pecha kucha format TedX format Draft plan presentation Final plan presentation
3 Site Walkthrough (1) n o o o $ 5,000 $ 3,200
$ 8,200
Deliverables Engagement and communications plan o n $ 2,000
$ 5,000
$ 7,000
Execution of plan n o $ 12,000
$ 12,000
Feedback summary n o $ 5,000
$ 5,000
(optional) Media relations plansocial media content $ 5,000
$ 5,000
(optional) Website prodcution or crowd sourcing $
-
$
-
C VISION & GOALS $ - $ 25,200
1 Develop Vision Statement n o o o $ 10,000 $ 1,600 $ 2,000
$ 13,600
Vision statement
2 Graphics and Presentation n o o o $ 10,000 $ 1,600
$ 11,600
$
-
D CORNING PRESERVE PHASE 2 MASTER PLAN $ - $ 157,813
1 Project Scoping Session o n $ 3,551 $ 1,184
$ 4,735
Scoping
2 Site Reconnaissance o n $ 11,836 $ 11,836
$ 23,672
Site reconaissance
3 Community Visioning (to be combined with Task B) n o o $ 7,891
$ 7,891
Community visioning
Deliverable Draft master plan o n o $ 7,891
$ 40,715 $ 14,519
$
63,125
-
Draft master plan
4 Community Meeting (to be combined with Task B) n o o $ 3,156
$ 3,156
Community meeting
Deliverable Final master plan o n o $ 7,891
$ 39,058 $ 8,285
$ 55,234
Final master plan
$
-
E IMPLEMENTATION PLAN $ - $ 140,400
1 Development Opportunities n o $ -
Reverse engineering
Deliverable Pro forma analysis of redevelopment program n o Reverse engineering $ 8,000 $ 10,000
$ 18,000
Deliverables (optional) Fiscal Impact Analysis level : Basic n $ 2,000 [$12,000] $ 2,000
Optional analysis
(optional) Fiscal Impact Analysis level : RIMS II Econ Impact n [$15,000] $
-
(optional) Fiscal Impact Analysis level : IMPLAN model n [$22,000] $
-
(optional) Fiscal Impact Analysis level : REMI model n [$34,000] $
-
2 Targeted Attraction and Retention Strategies o n $
-
Deliverable Customer targeting and attraction strategy $ 9,000
$ 9,000
Deliverable (optional) Business attraction and retention plan o n included $
-
Deliverable (optional) Talent attraction program o n included $
-
Deliverable Retail recruitment and tenanting strategy o n $ 6,400
$ 6,400
Deliverable Resident retention and attraction plan n $ 10,000
$
10,000
-
3 Financial Assistance Options n o $
-
Deliverable Financing/Incentive Tool Development Strategy n o $ 8,000 $ 1,000
$ 9,000
Deliverable (optional) Revenue Generation Plan Should be part of individual project analysis $
-
Deliverable Tax Restructuring/Incentive Plan n n $ 4,800
$
4,800
-
4 Marketing and Placemaking Strategies n o $ 10,000 $ 3,200
$ 13,200
Deliverable (optional) Wayfinding and Signage Plan Not recommended at this stage: should follow implementation strategy $
-
Deliverable (optional) Comprehensive Marketing and Branding Plan Not recommended at this stage: should follow implementation strategy $
-
5 Quality of Life and Infrastructure Initiatives n o o $
-
Deliverable Parking strategic plan o o o n $ 5,000 $ 3,200 $ 2,000
$ 10,000 $ 20,200
Deliverable Parks/open space streetscape plans n o o o Included in base bid for selected streets $ 15,000
$ 15,000
Deliverable (optional) Entertainment and cultural program We do not recommend such a service at this time, but such a service would be good
for the Corning Preserve to better calibrate event facilities should be addressed in
scoping session. $
-
Deliverable Summary of applicable best practices n $ 10,000
$ 10,000
Implementation Plan o n $ 10,000 $ 12,800
$ 22,800
Performance Reporting (metrics) n $
-
Deliverable (optional) Implementation Guide [$6,400] $
-
$
-
F WOW FACTOR $ - $ 37,000
"TedX" Albany Recommended format for one public meeting $ 10,000
$ 2,000
$ 12,000
Pecha Kucha night Recommended format for one public meeting $ 10,000
$ 10,000
Beta Testing concepts Not to include hard costs $ 10,000
$ 10,000
Albany Visual Essay Coordination with SUNY students $ 5,000
$ 5,000
$
-
G FINAL REPORT $ - $ 63,200
$
-
Deliverable Tactical Plan document (all components) n o o o $ 40,000 $ 3,200
$ 43,200
Additional marketing document (executive summary) n o o o Recommended for marketing purposes $ 20,000
$ 20,000
(optional) Multi-media Animation n Could be provided by REV [$25000] $
-
Buro Happold
Nelson Nygaard
TOTAL by subtask
TOTAL by task
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
TOTAL BY FIRM $ 254,000 $ 102,982 $ 64,550 $ 106,207 $ 35,824 $ 10,000 $ 573,563 $ 573,563

One Beacon Street · Suite 5200 Boston MA 02108
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