TACTICAL REVITALIZATION PLAN FOR DOWNTOWN ALBANY NY

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Of the many challenges to downtowns, the “glut” of secondary and outdated office space is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