TACTICAL REVITALIZATION PLAN FOR DOWNTOWN ALBANY NY

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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‘Redundant’ but Usable Internal Space Downtown Of the many challenges to downtowns, the “glut” of secondary and outdated office space is a frequently cited issue.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
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TACTICAL REVITALIZATION PLAN FOR DOWNTOWN ALBANY NY

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