REQUESTFORQUALIFICATI ONS Building a Tactical Revitalization ...

REQUEST FOR QUALIFICATIONS 

Building a Tactical Revitalization Plan 

for Downtown Albany, New York 

Submitted to: 

Capitalize Albany Corporation 

Submitted by: 

in association with: 

Sasaki Associates, Inc. 

Halcyon Ltd. 

Next Street Financial LLC. 

Arch Street Communications

TABLE OF CONTENTS 

Cover Letter 

Team Overview 

Organizational Chart 

Team Member Qualifications * 

AKRF, Inc. 

Sasaki Associates 

Halcyon Ltd. 


Arch Street Communications 

Project Approach Description & Schedule 

* Includes firm profiles, example projects with references, and resumes of key personnel. 

Proposal For Capitalize Albany Corporation 

RFQ for Building a Tactical Revitalization Plan for Downtown Albany, NY 

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TEAM OVERVIEW 

AKRF, Inc. will lead this engagement, provide overall Project Management, and conduct the Economic and Market analyses 

which will provide the foundation to support the vision and development of urban design concepts for the Downtown 

Albany study area. 

Our economic and real estate advisory services group draws upon the expertise of economists, MBAs, regional input 

output modelers, accredited real estate professionals, and former real estate developers. Areas of expertise include: 

• demographic and market conditions; 

• real estate and economic development; 

• economic and fiscal impacts analysis; and 

• tourism and hospitality studies. 

In addition to our economic and real estate team members, we will work closely with Sasaki Associates and provide land 

use and transportation analysis support provided by our planning and transportation staff. 

Sasaki Associates will lead the Planning and Urban Design component of this project. Sasaki is an internationally recognized 

firm with a vast range of US and international planning and urban design projects. Sasaki is engaged in virtually every aspect 

of the built environment. Their interdisciplinary structure brings significant value to clients and their deep experience in 

developing urban design and redevelopment strategies for urban areas, such as Downtown Albany, will enable our team to 

create a vibrant vision and actionable strategic plan. 

Halcyon Ltd will be the team’s Downtown Repositioning/Revitalization Advisor for the project. Halcyon, lead by Michael 

Buckley who is a nationally recognized expert in revitalizing and repositioning downtown areas, identifying compelling 

mixed‐use concepts, and by repositioning underperforming assets. Halcyon serves a wide range of public and private 

sector clients, institutions, as well as architects and planners. Michael is assisted by Charles “Charlie” Shorter, a recognized 

expert in public/private partnerships for urban mixed-use development. Michael and Charlie will provide strategic advice 

to the team during the course of the project. 

Next Street Financial LLC will provide Funding and Financing Strategies for the redevelopment concepts that are developed. 

Next Street provides advisory services and access to financing to some of the most dynamic companies and projects in 

America’s most complex markets. Next Street’s platform offers customized services that draw upon resources from four 

advisory practices, including: capital, business strategy, organizational development, and marketing / advertising. . 

Arch Street Communications will provide the Community Engagement leadership for this project. Founded in 1992, 

Arch Street Communications is a public relations firm based in Duchess County, NY, delivering national public awareness 

and outreach programs for state and federal agencies. ASC has a proven, 20-year track record as an accomplished federal 

and state prime and subcontractor and a Women-Owned Small Business in Public Relations, developing strategic 

communication solutions and public outreach for agencies, including NYSDOT and the New York State Thruway 

Authority, among many others. 



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Organization Chart 

Project Team 

AKRF 

Sasaki 

Halcyon 

Next Street 

Arch 

AKRF, Inc. 

Sasaki Associates 

Halcyon Ltd. 



Capitalize Albany Corporation 

PRINCIPAL-IN-CHARGE 

Peter A. Liebowitz, AICP 

AKRF 

Project Management 

R. Keith Rowan 

AKRF 

Economic & Market Analysis 

Planning & Urban Design Funding & Financing Strategies Community Engagement 

Christian Michel, CCIM 

AKRF 

Frederick Merrill, AICP 

Sasaki 

Ron Walker 

Next Street 

Nora Madonick 

Arch 

Jocelyn Torio 

AKRF 

Robert Culver 

Sasaki 

Jon Aram 

Next Street 

Virginia Mold 

Arch 

R. Keith Rowan 

AKRF 

Jon Trementozzi 

Sasaki 

Gloria Lee 

Next Street 

Nina Peek, AICP 

AKRF 

Michael Beattie, P.E. 

AKRF 

Downtown Repositioning/Revitalization Advisors 

Michael P. Buckley 

Halcyon 

Charles Shorter 

Halcyon

AKRF FIRM PROFILE 

AKRF, founded in 1981, is a multidisciplinary consulting firm specializing in environmental, planning, and engineering 

services. We bring together the talents of over 200 professionals in six locations to complete a wide variety of projects for 

public agencies, private clients, and municipalities, and deliver solutions with substantial, measurable value. 

Our people are key to our long record of success. Our professional staff—many of whom are recognized industry leaders 

with many years of experience—include urban planners, economists, historians, air quality and noise analysts, civil 

engineers, transportation planners, and hazardous materials specialists. Our range of expertise enables us to offer our 

clients, from a small private developer to a large public agency, a single source to meet all their regulatory, engineering, and 

planning needs. 

Because AKRF’s growth has been from within and not through acquisition, our departments and our staff members have 

worked side-by-side for decades. This means that there are no barriers to communication as projects evolve and new 

challenges are addressed. When you work with AKRF, you have immediate and constant access to the full range of our staff 

expertise and we can seamlessly respond to your project’s needs. 

AKRF offers economic and real estate advisory services, drawing upon the expertise of economists, MBAs, regional inputoutput 

modelers, accredited real estate professionals, and former real estate developers. Our areas of expertise include: 

• demographic and market conditions; 

• real estate and economic development; 

• economic and fiscal impacts analysis; and 

• tourism and hospitality studies. 

But what really sets us apart is our ability to draw from AKRF’s wider range of technical expertise. Our professionals 

regularly walk down the hallway to talk with planners, traffic engineers, landscape architects, hazardous materials specialists, 

and other environmental professionals so that our analyses are sensitive to the complete set of issues that can influence a 

project’s performance. 

AKRF assists both the public and private sectors when economic development initiatives involve controversial issues. Our 

analyses and reports are clear, precise and independent, and made to stand the scrutiny of public and judicial reviews. From 

small town revitalization projects to the nation’s most ambitious development projects, AKRF’s expert staff performs real 

estate market analysis and feasibility studies, economic and fiscal impact evaluations, and costs and benefits analysis. Our 

work finds us in metropolitan regions, small towns, and rural areas, with an equally varied client base, including: 

• Federal, state, and local governments; 

• Transportation agencies, industrial development agencies, and port authorities; 

• Real estate developers, retailers, and lenders; 

• Colleges and universities; 

• Hospitals and research facilities; 

• Museums and cultural institutions; and 

• Sports franchises and gaming operators. 



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AKRF PROJECT EXPERIENCE 

QUINCY CENTER ECONOMIC STUDY, QUINCY, MA 

The Quincy Center Redevelopment Project is a 2.7 million-square-foot 

development proposed for Quincy, Massachusetts, which is located 

approximately 10 miles south of Boston in Norfolk County. The project will 

support the redevelopment of downtown Quincy into a new high-density district 

that will capitalize on its existing urban infrastructure, proximity to Boston, and 

public transportation. 

AKRF was retained by the project’s developer, Street-Works, to perform an 

economic and fiscal impact assessment for the redevelopment project. Our 

analysis included: 

• An econometric evaluation of the benefits from the construction and 

operation of the project; 

• A tax increment assessment of future municipal revenues; 

• An assessment of revenues and costs associated with the public investment in the project; and 

• A case study of how such downtown projects affect the overall economic base of the larger 

municipality. 

In June 2009, Quincy’s Mayor Thomas Koch held a city hall press conference, presenting conclusions from AKRF’s 

economic benefits analysis. In attendance were local and regional business officials and representatives from the state 

Executive Office of Housing and Economic Development. Mayor Koch said: “This study articulates the full impact that 

New Quincy Center will have, both during construction and at completion. It makes clear that this is an extraordinary 

opportunity for Quincy, for Norfolk County, and for Massachusetts.” (Source: http://www.newquincycenter.com/ 

newsblog.shtml). 

The project reached an important milestone in December 2010 when Quincy City Council voted 8-0 to approve the Land 

Disposition Agreement governing the $1.3 billion plan for Quincy Center. 



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HISTORIC EASTON MASTER PLAN, TOWN OF EASTON, MD 

AKRF was retained by Historic Easton to create a market-based master plan 

for infill redevelopment opportunities within Easton’s historic downtown area. 

The objective of the plan is to create a more livable, vibrant town center that 

emphasizes its historic heritage, strengthens its existing retail base, and creates 

new, contextually appropriate development and investment opportunities in 

the downtown. To that end, AKRF has completed extensive market research 

including a comprehensive merchandising assessment of the downtown retail 

environment, a series of community workshops and public outreach, as well as an 

urban design and development guideline assessment to guide new development. 

Specific task work has included a detailed inventory of retail businesses, retail 

gap analyses, a residential market assessment, stakeholder interviews, and infrastructure and site suitability analyses. We 

also have conducted public meetings to identify specific needs and better understand the community’s vision for the 

future of downtown Easton. Based on our research and outreach, AKRF has identified five infill sites for concept plan 

development, proposed a mix of uses for those sites, and has conducted preliminary development proformas in order to 

establish their economic feasibility. 

BROOME COUNTY SUSTAINABLE ECONOMIC DEVELOPMENT STUDY, BROOME COUNTY, NY 

Working as a subconsultant to Angelou Economics, AKRF provided planning, land use, and economic development 

support for The BC Plan, a regional economic and planning initiative in Broome County, New York, and its primary 

city of Binghamton. Broome County has a long and rich history with a high quality of life, ample natural resources, and 

an economic base strongly clustered in technology industries, including the Village of Endicott, the birthplace of IBM. 

However, similar to other Upstate New York communities, the county’s economy has declined over the past few decades 

and it has steadily lost population. The study was funded through a grant of the New York State Quality Communities 

initiative. Issues of downtown revitalization and coordinated planning are seen as key ingredients to promote a strong and 

diversified economy that will preserve the region’s high quality of life. AKRF participated in public outreach and consensus 

building and analyzed key land use, environmental, and transportation issues affecting potential development in the region. 

BALTIMORE AVENUE CORRIDOR REVITALIZATION PLAN, DELAWARE AND PHILADELPHIA 

COUNTIES, PA 

AKRF, with its teaming partner, was retained by the Delaware Valley Regional 

Planning Commission (DVRPC) to develop a revitalization plan for a fivemile 

segment of Baltimore Pike, PA. AKRF assessed the market potential for 

a range of uses and helped to develop a collective vision for the future of the 

corridor. The study received the 2007 Governor’s Award for Local Government 

Excellence from Governor Rendell of Pennsylvania. 

The Baltimore Avenue Corridor Revitalization Plan was the first project 

conducted under DVRPC’s new initiative Strategies for Older Suburbs. The 

initiative supports the revitalization of urban centers, while stabilizing and 

restoring First Generation Suburbs—i.e., the mature and typically denser towns 

adjacent to the Core Cities or along the commuter rail network. The primary purpose of the revitalization plan was to 

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RFQ for Building a Tactical Revitalization Plan for Downtown Albany, NY


enhance future livability and promote redevelopment along Baltimore Pike, while preserving community character, 

improving accessibility, and identifying economic opportunities. 

Based on demand projections identified by the market study and an inventory of the area’s assets and strength, such as 

its historic downtowns, access to commuter rail, and proximity to major employment centers, AKRF provided targeted 

land-use recommendations and implementation actions that would strengthen the individual municipalities but also 

enhance the appearance and viability of corridor in its entirety. 

SCOPE OF SERVICES: 

• Revitalization Plan 

• Market Analysis 

• Visioning 

• Identifying Growth Centers 

• Land Use Recommendations 

• Sustainable Development 

• Community Outreach 

NEIGHBORHOOD REVITALIZATION STRATEGY FOR PHILADELPHIA REDEVELOPMENT 

AUTHORITY, PHILADELPHIA, PA 

AKRF’s Economic and Real Estate Advisory Services practice is currently 

advising the Philadelphia Redevelopment Authority on reintroducing 

productive uses to an abandoned urban site. Unstable soil conditions triggered 

the demolition of over 1,000 homes in the now-vacant 35-acre Logan Triangle 

site in North Philadelphia. For the Philadelphia Redevelopment Authority, we 

conducted a market analysis to identify viable uses, prepared a development 

program, and recommended a redevelopment strategy. 

The recommended development program included: 

• Neighborhood Mixed Use Zone (Retail, Housing, Medical Office) 

• Destination Use Zone (Mini-Box Retail, Destination Dining, Fitness 

Center) 

• Flexible Use Zone (Light Industrial Incubation, Institutions) 

We will be preparing proforma analyses, developing a funding strategy, assisting 

in early stage implemntation, and assisting with the developer solicitation 

process. In addition, we will also be working closely with AKRF’s water quality 

specialists to incorporate a green stormwater infrastructure practice, such as a 

wetland, in open areas designated for community use. 



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NORTH BAY FEASIBILITY STUDY AND RECREATION MASTER PLAN, NY 

The Columbia Land Conservancy retained AKRF to perform a development feasibility study and master plan for an 

approximately 100-acre site adjacent to the Hudson River approximately 45 miles south of Albany, NY. The site, part 

of which had been used as a landfill until the early 1980’s, is ecologically rich with wetlands and diverse vegetative 

communities. The objective of the first phases of AKRF’s planning process has been to establish the functional and 

programmatic goals of the recreation area, the physical and regulatory design parameters, and the existing on-site 

opportunities for ecological restoration and education in order to inform the Master Plan. The 70-page Site Development 

Feasibility Study Report was completed in December 2009 and provides graphic and written documentation of site 

analysis process along with a summary of constraints on the site due to its former use and requirements for long term 

maintenance of the landfill closure structure. 

The North Bay Recreation Area Master Plan, currently in development, will illustrate a clear vision of the future North Bay 

Recreation Area while identifying specific implementable projects and action items to improve the site and work toward 

meeting the established goals and objectives. It will serve as a guide for the site design and provide a reference point for 

decision making in the multi-step process of developing the Project Site as a publically accessible recreation area. 

BELLEAYRE RESORT AT CATSKILL PARK, ULSTER AND DELAWARE COUNTIES, NY 

The firm was retained by Crossroads Ventures, LLC to prepare an economic 

and fiscal analysis of impacts of a proposed resort development adjacent to the 

Belleayre Ski Center in the towns of Shandaken (Ulster County) and Middletown 

(Delaware County), New York. The proposed 400-acre development would 

sit on 1,900 acres of land and would include two golf courses, two hotels with 

a total of approximately 350 units of lodging, approximately 350 timeshare 

units, restaurants and snack bars, a convention center/ballroom, a 1,500-seat 

amphitheater, and associated outdoor education and recreation facilities such as 

tennis courts and cross-country ski trails. 

The analysis developed likely economic activity projections for the proposed 

resort and examined community costs and potential secondary residential and commercial development impacts 

within a 15-square-mile study area defined by Route 28 and the Catskill Park. AKRF utilized a Geographic Information 

System assessment of environmental constraints in the study area, as well as existing regulatory constraints, to assess the 

available supply of buildable land within the study area. Estimated off-site spending determined in the study was then 

applied to the study area as either new investment to fill available capacity in existing businesses or new growth on land 

not constrained by any regulatory or environmental features. AKRF reviews and provides annual updates of economic 

acitivity for the client. 

DESTINY USA, ONONDAGA COUNTY NY 

ECONOMIC AND TOURISM ANALYSES 

AKRF provided extensive economic and tourism advisory services for the Destiny USA project. Services included trade area 

analyses, visitor estimates and profiles, spending projections, overnight stays and hotel occupancy projections, economic 

and fiscal projections, and a feasibility analysis for developing the world’s largest entertainment, shopping, and tourist 

destination in upstate New York. As part of AKRF’s effort to estimate the level of tourism to the area, the firm’s in-house 

GIS staff compiled tract-level census data sets for 26 states. These data were used to run demographic analyses including age, 

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education, career, and other factors to determine the most likely type of visitor to the center. GIS was also used to complete 

several thematic maps, some in 3D, to display results to developers. 

ALTERNATIVE ENERGY RESEARCH AND DEVELOPMENT PARK FEASIBILITY ANALYSIS 

In March 2005, Destiny USA announced plans to build a one-million square 

foot R&D center in Salina, New York, at the crossroads of Interstate 81 and 

the NYS Thruway. AKRF examined the economic benefits of locating two 

major R&D clusters in upstate New York. The goal of the project is to improve 

economic conditions in the upstate region, accelerate commercialization of new 

technologies, and reduce dependency on foreign oil and fossil fuels. The firm 

analyzed qualitative location decision factors relevant to R&D clusters, such as 

university presence, infrastructure, and support services, and identified suitable 

locations for two high-tech clusters near concentrations of universities and 

existing R&D facilities along the New York State Thruway corridor. 

AKRF projected R&D cluster development cycles and rate of growth by assessing other successful R&D clusters and 

the educational, infrastructure, and lifestyle assets of upstate New York. AKRF also provided recommendations for 

incentivizing the developments by purchasing technological innovations at fair market value. 

FISCAL IMPACT ANALYSIS 

As part of the economic benefit analysis for the proposed R&D center, AKRF helped model the potential new employment 

and projected tax revenues that would be generated by the facility. AKRF projected employment in relevant high-tech 

Standard Industrial Classification (SIC) codes, demand for new housing, and potential fiscal impacts for the State and local 

municipalities through increases in commercial and residential property taxes, personal income taxes, and sales tax that 

would be generated by the new R&D workforce. The firm was responsible for the preparation of the final report and led the 

team that presented the results to the client. 

LONG BRANCH FERRY PIER, LONG BRANCH, NJ 

AKRF’s Economic and Real Estate Advisory Services practice conducted a 

market analysis for potential commercial development on the new pier including, 

restaurant, retail, entertainment and cultural venues. The scope of work 

included: establishing trades areas to identify potential customers, conducting 

market supply and demand analysis for potential commercial uses including 

demographic analysis of consumer spending characteristics, recommending the 

development program and square footage for proposed uses, and preparing pro 

formas to analyze the financial feasibility of development options. 



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AKRF REFERENCES 

QUINCY CENTER ECONOMIC STUDY, QUINCY, MA 

Lucy Wildrick 

Street-Works, LLC 

30 Glenn Street 

White Plains, NY 10603 

Phone: 914-949-6505, ext. 236 

NEIGHBORHOOD REVITALIZATION STRATEGY FOR PHILADELPHIA REDEVELOPMENT 

AUTHORITY, PHILADELPHIA, PA 

Bennur Koksuz, AICP, LEED AP, Director of Planning & Assemblage 

Philadelphia Redevelopment Authority 

1234 Market Street, 16th Floor 

Philadelphia, PA 19107 

Phone: 215-209-8730 

Email: bennur.koksuz@rda.phila.gov 

BELLEAYRE RESORT AT CATSKILL PARK, ULSTER AND DELAWARE COUNTIES, NY 

Daniel Ruzow 

Attorney 

Whiteman Osterman & Hanna 

One Commerce Plaza 

Albany, NY 12260 

Phone: 518-281-5318 

Email: druzow@woh.com 



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PETER A. LIEBOWITZ, AICP 

SENIOR VICE PRESIDENT 

Peter Liebowitz joined the firm in 1984 and possesses more than 25 years of 

experience working on planning, economic development, and environmental 

analyses. His practice involves a wide range of assignments, including directing 

and managing environmental impact statements for large-scale development 

projects, economic and market analyses for public and private investments, and 

a wide range of development and planning services, including planning and 

zoning reviews, expert testimony, and economic development initiatives for 

municipalities and counties throughout the Northeast. Mr. Liebowitz is a full 

member of the Urban Land Institute and serves in leadership roles on both the 

national and district council levels. 

BACKGROUND 

Education 

M.S., Urban Planning, Columbia University, 

1984 

B.A., Urban Studies, Washington University 

(St. Louis), 1980 

Franklin College, Lugano, Switzerland (all 

credits transferred) 

RELEVANT EXPERIENCE 

Quincy Center Economic Study, Quincy, MA first 

Mr. Liebowitz serves as the Project Executive for AKRF’s work in analyzing the 

economic and fiscal benefits associated with a public private partnership in the 

redevelopment of Quincy Center in downtown Quincy, MA. Mr. Liebowitz is 

overseeing the work of several assessments: an econometric evaluation of the 

benefits from the construction and operation of the project, a tax increment 

assessment of future municipal revenues, an assessment of revenues and costs 

associated with the public investment in the project, and a case study of how such 

downtown projects effect the overall economic base of the larger municipality. 

Neighborhood Revitalization Strategy for Philadelphia 

Redevelopment Authority, Philadelphia, PA 

AKRF’s Economic and Real Estate Advisory Services practice is currently advising 

the Philadelphia Redevelopment Authority on reintroducing productive uses to 

an abandoned urban site. Unstable soil conditions triggered the demolition of over 

1,000 homes in the now-vacant 35-acre Logan Triangle site in North Philadelphia. 

For the Philadelphia Redevelopment Authority, we conducted a market analysis 

to identify viable uses, prepared a development program, and recommended 

a redevelopment strategy. We will be preparing proforma analyses, developing 

a funding strategy, assisting in early stage implemntation, and assisting with the 

Licenes & Certifications 

American Institute of Certified Planners 

(AICP) 1987 

Professional Memberships 


(AICP) 

American Planning Association (APA) 

Urban Land Institute, Full Member 

Lambda Alpha International, Honorary 

Society for the Advancement of Land 

Economics, George Washington Chapter, 

Member 

Years of Experience 

Year started in company: 1984 

Year started in industry: 1983 

Contact Information 

T: 646-388-9747 

E: pliebowitz@akrf.com 

developer solicitation process. In addition, we will also be working closely with AKRF’s water quality specialists to incorporate 

a green stormwater infrastructure practice, such as a wetland, in open areas designated for community use. Mr. Liebowitz is 

the Principal in Charge. 



11

RESUME 

PETER A. LIEBOWITZ, AICP – CONTINUED 

Long Branch Pier, Long Branch, NJ 

Mr. Liebowitz served as the Office in Charge for the AKRF Economic and Real Estate Advisory Service team responsible 

for market and feasibility analysis for commercial development on the City of Long Branch, NJ’s proposed new pier 

that will include ferry service to NYC. The AKRF teams’ scope of work included: market supply and demand analysis, 

detailed demographic analysis including the life style and spending profiles of the demographic segments in the project’s 

trade area, development program recommendations, and financial feasibility analysis including pro formas of potential 

development scenarios. 

Historic Easton Master Plan, Easton, MD 

Mr. Liebowitz served as the Project Executive and Project Manager for the Easton Downtown Plan for Infill Development. 

AKRF was retained by Historic Easton, Inc to create a master plan for Historic Easton’s Downtown district to redevelop 

underused infill areas, to strengthen the existing retail base, and to provide economic development opportunities within the 

context of Easton’s historic downtown. 

Belleayre Resort at Catskill Park, Ulster and Delaware Counties, NY 

As part of an Environmental Impact Statement underway for a large-scale resort development in the western Catskill 

region, Mr. Liebowitz was the Officer-in-Charge for the firm’s assignment in analyzing the secondary effects of the 

proposed development in the Route 28 Corridor. Critical elements of the study include defining the economic benefits 

accruing to the regional economy from the direct economic investment and assessing likely changes in employment and 

secondary economic activity generated by the new development. Detailed estimates of visitor spending patterns were 

generated based on the four season tourist season with golf courses, hotels, all clustered adjacent to the existing Bellearye 

Ski Center. The study identified the likely magnitude and location trends associated with secondary development demand 

created by the proposed Belleayre project. 

Broome County Sustainable Economic Development Study, Broome County, NY 

Mr. Liebowitz served as the Officer-in-Charge for the firm’s participation in this regional planning initiative. Working with 

AngelouEconomics, an economic development consultant specializing in high-technology industries, the firm provide 

planning, land use, and economic development support. Broome County, and its primary city of Binghamton, have a long 

and rich history with ample natural resources, a high quality of life, and an economic base strongly clustered in technology 

industries (perhaps most notably as the birthplace of IBM). However, similar to other Upstate New York communities, 

Broome County’s economy has declined over the past few decades and has steadily lost population. Issues of downtown 

revitalization and coordinated planning were seen as key ingredients to promote a strong and diversified economy that will 

preserve region’s high quality of life. 

Growth Management Workshop, Lake Placid, NY 

Mr. Liebowitz served as the Project Manager for this week-long visioning exercise that brought a wide variety of stakeholders 

together, including local elected and municipal staff from the Village of Lake Placid and the Town of North Elba, as well as 

key business leaders, citizens groups, and regional economic development organizations (most notably the Olympic Regional 

Development Authority). Mr. Liebowitz oversaw and facilitated extensive focus group sessions, development of consensus 

based policy initiatives, and public presentation of findings that provided direction for future municipal planning action. 

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R. KEITH ROWAN 

TECHNICAL DIRECTOR 

R. Keith Rowan is an experienced Program and Project Manager with more 

than 20 years of U.S. and international experience managing large-scale, urban, 

mixed-use development and major capital construction projects and reviewing 

and establishing internal controls, policies, and procedures for effective project 

financial management and execution. His experience also includes development 

strategy, market and financial feasibility analysis, and procurement of private 

sector partners in public/private partnerships. Mr. Rowan also is skilled 

in managing large complex projects with multiple stakeholders and is very 

comfortable working in multicultural environments. He is a recognized team 

player focused on results, quality, and client satisfaction. His greatest strengths 

include the ability to lead and make decisions while incorporating the views 

and perspectives of others, as well as the ability to evaluate situations and make 

adjustments as necessary to achieve project goals. 

Mr. Rowan is also a design and construction professional with experience in 

a broad range of building types including commercial, industrial, residential, 

educational, and other institutional facilities. He is highly experienced in 

managing multi-disciplinary teams and his international experience includes 

work in Saudi Arabia, Abu Dhabi, Dubai, London, and Nigeria. 


Neighborhood Revitalization Strategy for Philadelphia 

Redevelopment Authority, Philadelphia, PA 

BACKGROUND 

E: rrowan@akrf.com 

AKRF’s Economic and Real Estate Advisory Services practice is currently 

advising the Philadelphia Redevelopment Authority on reintroducing 

productive uses to an abandoned urban site. Unstable soil conditions triggered the demolition of over 1,000 homes in 

the now-vacant 35-acre Logan Triangle site in North Philadelphia. For the Philadelphia Redevelopment Authority, we 

conducted a market analysis to identify viable uses, prepared a development program, and recommended a redevelopment 

strategy. We will be preparing proforma analyses, developing a funding strategy, assisting in early stage implemntation, 

and assisting with the developer solicitation process. In addition, we will also be working closely with AKRF’s water 

quality specialists to incorporate a green stormwater infrastructure practice, such as a wetland, in open areas designated for 

community use. Mr. Rowan is the Project Manager. 

Flushing Willets Point Corona Local Development Corporation (LDC) BOA, Queens, NY 

Education 

Master of Business Administration - Kellogg 

School of Management, Northwestern 

University, Evanston, IL 

Master of Architecture - Massachusetts 

Institute of Technology, Cambridge, MA 

Bachelor of Arts - Williams College, 

Williamstown, MA 


Architecture, State of New York, License 

number 019706 







T: 646-388-9764 

AKRF, with a team of consultants, was retained by the Flushing Willets Point Corona LDC to prepare a Master Plan and 

redevelopment strategy for an approximately 60-acre proposed brownfield site along the Flushing River, and a preliminary 

Generic Environmental Impact Statement (GEIS). This study is funded by the New York Department of State’s Brownfield 



13

RESUME 

R. KEITH ROWAN – CONTINUED 

Opportunity Area (BOA) program. The focus of the plan will be the creation of a mixed-use development that expands 

Flushing to the waterfront. Mr. Rowan conducted the market analysis for potential commercial, hotel, and entertainment 

uses at the site. He also developed the strategy for selecting strategic sites for near-term and long-term development. 


Mr. Rowan is the Project Manager for the AKRF Economic and Real Estate Advisory Service team responsible for market 

and feasibility analysis for commercial development on the City of Long Branch, NJ’s proposed new pier that will include 

ferry service to NYC. The AKRF teams’ scope of work included: market supply and demand analysis, detailed demographic 

analysis including the life style and spending profiles of the demographic segments in the project’s trade area, development 

program recommendations, and financial feasibility analysis including pro formas of potential development scenarios. 

Coney Island: Strategic Redevelopment Plan, Brooklyn, NY 

Prior to joining AKRF, Mr. Rowan managed a team of urban designers, architects, engineers, real estate analysts, and event 

planners responsible for developing the master plan and development strategy for the $1+ billion redevelopment of the 

historic 90-acre Coney Island site in Brooklyn, NY. Mr. Rowan was also responsible for demographic and market demand 

analysis, project budget analysis, and the development of estimates of the magnitude of public sector and private sector 

investment. He was involved in several community presentations with project stakeholders. The final report, consisting of 

redevelopment options and strategies, provided a framework and perspective for New York City development officials and 

the community to make decisions and inform their review of proposals offered by private developers. 

Destiny USA: Mixed-use Destination Resort, Syracuse, NY 

Before joining AKRF, Mr. Rowan led a multi-disciplinary team of real estate, hospitality, retail, and construction consultants 

responsible for conducting a feasibility assessment of Destiny USA, a proposed $5+ billion retail and entertainment 

destination resort in Syracuse, NY. The team was responsible for the review of the project’s development strategy, market 

and financial projections, the design and construction plans as well as the operations strategy for an innovative retail and 

entertainment concept that would also incorporate renewable and sustainable energy technologies. Mr. Rowan coordinated 

closely with the Destiny management team and oversaw the preparation of several reports that recommended changes and 

improvement opportunities to enhance the viability of the project. 

Masdar City: New Green City Development Project, Abu Dhabi, UAE 

Prior to joining AKRF, Mr. Rowan led a multi-disciplinary team comprised of economic development, real estate, energy, 

and transportation analysts based in Abu Dhabi, London, and New York in preparing the feasibility study and the business 

plan for the development of Masdar City, the Abu Dhabi government’s $20 billion green city which is planned to be the 

world’s first carbon neutral city. He coordinated closely with the London office of Foster+Partners, master planners of 

Masdar City, and their engineering, renewable energy, and cost estimating consultants to adjust and refine the master plan 

and the supporting infrastructure technologies to enhance the project’s financial feasibility and attractiveness to private 

investors. The business plan was approved by the Abu Dhabi government. 

14 



CHRISTIAN MICHEL, CCIM 


As a Technical Director at AKRF, Christian Michel focuses on economic 

feasibility studies, demographic and real estate market analyses, financial and 

fiscal impact analyses, and highest-and-best use assessments. Mr. Michel joined 

AKRF in 2004 and always strives to find innovative and new solutions by 

incorporating different approaches and new tools available to uncover value for 

his clients. With more than 10 years of experience in urban planning and strategic 

real estate consulting, Mr. Michel understands the challenges and opportunities 

involved in real estate development. Mr. Michel is proficient in the use of a wide 

range of software applications for analysis, including Geographic Information 

Systems (ArcGis & MapInfo), MS Excel, and MS Access. 

Before joining AKRF, Mr. Michel worked at Deloitte & Touche as part of 

the management consulting practice. As a member of the strategic real estate 

consulting group, he worked on projects involving real estate portfolio analysis, 

economic development consulting and real estate site selection. Prior to that, 

Mr. Michel worked for Regional Plan Association (RPA) in New York City as a 

GIS manager and web specialist. He also worked as an independent consultant 

and project manager for the NYU Real Estate Institute, where he planned and 

implemented a Geographic Information System (GIS). 


Quincy Center Economic Study, Quincy, MA 

E: cmichel@akrf.com 

AKRF has analyzed the economic and fiscal benefits associated with a public 

private partnership in the redevelopment of Quincy Center in downtown 

Quincy, MA. The firm performed several assessments, including an econometric evaluation of the benefits from the 

construction and operation of the project, a tax increment assessment of future municipal revenues, an assessment of 

revenues and costs associated with the public investment in the project, and a case study analysis of how downtown 

projects can effect the overall economic base of the larger municipality. Mr. Michel projected future property tax increases 

and modeled potential effects of the TIF area on neighboring communities. 

Historic Easton Master Plan, Town of Easton, MD 

BACKGROUND 

Education 

Masters in Economic Geography, University 

of Heidelberg, Germany, 1999 

CCIM, Real Estate Finance, New York 

University 2007 – 2008 

MBA, Finance, New York University, 2011 

– 2013 (expected) 


Commercial Investment Real Estate 

Institute (CCIM) 


International Council of Shopping Centers 





T: 646-388-9753 

AKRF was retained by Historic Easton, Inc to create a master plan for Historic Easton’s Downtown district to redevelop 

underused infill areas, to strengthen the existing retail base, and to provide economic development opportunities within the 

context of Easton’s historic downtown. Mr. conducted a survey of exiting business, evaluated retail expenditures and capture 

rates of retail stores, and provided recommendation on businesses and services to be attracted to the Easton’s downtown. 



15

RESUME 

CHRISTIAN MICHEL, CCIM – CONTINUED 

Neighborhood Revitalization Strategy for Philadelphia Redevelopment Authority, Philadelphia, PA 

AKRF’s Economic and Real Estate Advisory Services practice is currently advising the Philadelphia Redevelopment 

Authority on reintroducing productive uses to an abandoned urban site. Unstable soil conditions triggered the 

demolition of over 1,000 homes in the now-vacant 35-acre Logan Triangle site in North Philadelphia. For the Philadelphia 

Redevelopment Authority, we conducted a market analysis to identify viable uses, prepared a development program, 

and recommended a redevelopment strategy. We will be preparing proforma analyses, developing a funding strategy, 

assisting in early stage implemntation, and assisting with the developer solicitation process. In addition, we will also be 

working closely with AKRF’s water quality specialists to incorporate a green stormwater infrastructure practice, such as 

a wetland, in open areas designated for community use. Mr. Michel was the lead team member for the “Market Analysis 

and Development Strategy” portion of the work. 

Long Branch Pier Long Branch, NJ. 

The City of Long Branch, NJ retained AKRF’s Economic and Real Estate Advisory Services (EREAS) practice to conduct 

a market study and provide development program recommendations for commercial development on the City’s proposed 

new pier into the Atlantic Ocean that will provide ferry service to New York City. Mr. Michel conducted market supply 

and demand analysis, detailed demographic analysis including lifestyle and spending profiles of the demographic segments 

in the project’s trade area, and provided development program recommendations, and prepared pro forma analyses of 

potential development scenarios. 

Baltimore Avenue Corridor Revitalization Plan, Delaware and Philadelphia Counties, PA 

AKRF was retained by the Delaware Valley Regional Planning Commission to prepare a market study for the revitalization 

of the Baltimore Avenue Corridor, which stretches from 52nd Street in West Philadelphia to Bishop Avenue in Upper 

Darby. The 5-mile corridor runs through five townships, and includes the communities of Clifton Heights, Lansdowne, 

East Lansdowne, Upper Darby and Yeadon in Delaware County, and the Cobbs Creek and Kingsessing neighborhoods of 

Philadelphia. As part of this effort, Mr. Michel prepared a study that analyzed the feasibility of several development options 

within the Baltimore Avenue Corridor, i.e., additional retail development, the introduction of condominium units into the 

residential mix, and potential office development along the corridor. 

Old York Road, Abington Township, PA 

AKRF was hired by the Old York Road Steering Committee to conduct a market opportunity study, focusing on conditions 

and trends along an approximately four-mile stretch of Old York Road in Abington Township, Pennsylvania. Mr. Michel 

served as Deputy Project Manager on the Old York Road Corridor market study. He analyzed current retail market demand, 

conducted a retail gap analysis to identify potential market opportunities in the trade area, and analyzed the potential for 

additional office space along the corridor. 

SoMa Newark Economic Analysis, Newark, NJ 

AKRF analyzed the economic and fiscal impacts of SoMa Newark, a proposed 15-million square foot village and arts district 

in the heart of downtown. The study evaluated the feasibility of the proposed development program which would include 

a mix of artists’ lofts, market rate housing, theaters, restaurants, offices, hotel, and retail shops, based on development 

trends and construction activity in the downtown area, including the recent opening of the Prudential Center arena. AKRF 

projected the number of jobs and the amount of non-real estate tax revenues that would be directly and indirectly generated 

by the construction of the proposed development in the City of Newark during its initial phase and then the total economic 

and fiscal impacts throughout its long term operation. The firm also projected the annual economic and fiscal impacts of 

each type of land use in the initial phase and in the overall development, including the number of permanent jobs and new 

tax revenues that would be created in Essex County and the State of New Jersey. 

16 



CHRISTIAN MICHEL, CCIM – CONTINUED 

RESUME 

To demonstrate how reinvestment in the downtown core and the creation of a major mixed-use arts and entertainment 

district could change the image of Newark and potentially have broader impacts on the city and state, AKRF analyzed how 

similar large-scale multi-year projects acted as catalysts for redevelopment and further growth in three downtown areas 

that had once been deteriorated and an impediment to the economic resurgence of their cities, including St. Louis, MO; 

New Rochelle, NY; and Newport/Jersey City, NJ. 

Marlboro Pike Sector Plan, Prince George’s County, MD 

The Marlboro Pike corridor in Prince George’s County, Maryland, has been characterized by disinvestment in recent 

years. AKRF has teamed with engineers from McCormick Taylor & Associates to update the sector plan and sectional 

map amendment with the intention to spur community revitalization and redevelopment. The project’s objectives were 

to gain public input and to encourage infill development and redevelopment. New actions are expected to enhance the 

overall quality of the corridor, encourage property upgrades, and improve multi-modal accessibility, including parking, 

pedestrian, bicycle, and transit opportunities. Mr. Michel analyzed the area’s residential and retail market to determine the 

corridor’s economic development potential and was instrumental in identifying high-priority growth centers along the 

corridor. He also contributed to the development of an overall economic development strategy for the study area. 

Destiny USA (Pyramid Mall), Syracuse County, NY 

Mr. Michel served as the Senior Economist, estimating potential visitation to a proposed new entertainment and shopping 

destination in Syracuse, New York. Over the course of the project he analyzed Destiny USA’s trade area in order to project 

the potential demand for a new shopping and entertainment location in Upstate New York. He further profiled prospective 

visitors and projected total over-night stays generated by Destiny USA. Using a customer segmentation approach, Mr. 

Michel analyzed the spending patterns of visitor segments and forecasted potential future spending. He also examined the 

economic benefits of locating two major R&D clusters in the upstate New York region as part of the Destiny USA project. 

Mr. Michel was responsible for modeling the potential new employment that would be generated by new IT and energy 

R&D research parks, and projected property, income, and sales tax revenues for the new IT and energy R&D areas. Mr. 

Michel analyzed qualitative location decision factors relevant to R&D clusters such as university presence, infrastructure, 

and support services and developed recommendations on the most suitable locations for the clusters in upstate New York. 

He also played a major role in the preparation of the final report and was part of the team that presented results to the client. 



17

NINA S. PEEK, AICP 

SENIOR TECHNICAL DIRECTOR 

Nina Peek is a Senior Technical Director in AKRF’s White Plains office with over 

18 years as a professional planner working in both the public and private sectors, 

designing and leading rehabilitation and reuse assignments as well as large multiyear, 

multi-million dollar Master Plan projects. Ms. Peek is a resident of the 

Town of Amenia, in northern Dutchess County where she serves as Planning 

Board Chairperson, and is also the Low/Mid-Hudson Regional Director for 

the New York Planning Federation. Ms. Peek has extensive expertise managing 

land planning, design, permitting, infrastructure and construction projects 

throughout the Hudson Valley. In addition, Ms. Peek has deep management 

experience assembling and directing teams, building consensus on goals and 

objectives, and completing projects on schedule and on budget. 


Town of Stanford Master Plan, Stanford, NY 

Before joining AKRF, Ms. Peek prepared a master plan for the Town of Stanford 

in northern Dutchess County, NY. The plan was completed in twelve months 

and included significant public outreach, with approximately 30 meetings over 

the project timeline. The Master Plan includes recommendations for new zoning 

districts and densities, preservation and conservation of natural resources, 

protection of scenic viewsheds and historic resources. 

Town of Pleasant Valley Recreation Master Plan, Pleasant Valley, NY 

Before joining AKRF, Ms. Peek prepared a Recreation Master Plan for the Town 

of Pleasant Valley, NY. The project included an inventory of all existing parks, 

recreation facilities and programs within the town, an online survey to identify 

unmet recreation needs, meetings with community groups and representatives, 

citizen participation, and close coordination with the Town Board. The 

Recreation Master Plan identifies Town-owned parcels with potential for 

redevelopment as recreation facilities, recommends layouts for rehabilitation 

and/or reuse of existing park facilities and proposes a potential design alternative 

for Redl Park in the Salt Point Hamlet of the Town. 

BACKGROUND 

Education 

B.S., College of Architecture, Art & 

Planning,, Cornell University, 1991 

M.R.P., Regional Planning, Cornell 

University, 1993 



(AICP) 



American Planning Association- Metro 

New York Chapter 

Cornell University Class of 1991 Officer 

New York Planning Federation – Regional 

Director: Low-Mid-Hudson Region ( June 

2011-June 2018) 

Town of Amenia, NY Planning Board 

Chairperson (Appointed January 2012) 





T: 914-922-2380 

E: npeek@akrf.com 

Town of Dover Master Plan, Dover, NY 

Ms. Peek is preparing a Master Plan Update for the Town of Dover. The update will include reexamining goals identified in the 

Town’s previous Master Plan and revising/repurposing those goals to better address the Town’s current planning objectives. 



19

RESUME 

NINA S. PEEK, AICP – CONTINUED 

Town of Highlands/Village of Highland Falls, NY 

Before joining AKRF, Ms. Peek prepared separate Master Plans for the Town of Highlands and the Village of Highland 

Falls through a coordinated public participation and outreach process. Ms. Peek produced detailed design guidelines for 

the Village and a plan for the development of Hamlet of Fort Montgomery in the Town. 

French-American School of New York, White Plains, NY 

Ms. Peek is assisting with the SEQRA review of a new school in the City of White Plains, NY. The French-American School 

buildings and recreational facilities are proposed to be constructed on approximately 45 acres of a larger 130 acre parcel. 

The balance of the property would be set aside for conservation. Student population from grades Pre K through 12 is 

anticipated to be approximately 1,200 students. 

Town of Philipstown Planning Services, Philipstown, NY 

Ms. Peek is the Project Manager for provision of consulting services to the Planning Board in the Town of Philipstown. 

Services include preparing reviews and recommendations for site plan and subdivision applications submitted to the 

Planning Board. In addition, Ms. Peek recently completed a Local Government Efficiency Grant prepared on behalf of the 

Town Board, and in conjunction with the Villages of Cold Spring and Nelsonville. AKRF also prepared and conducted 

Planning Board training to help familiarize the new members with site plan and subdivision application processes and the 

requirements of the State Environmental Quality Review Act (SEQRA). 

PepsiCo, Inc.-World Headquarters Master Plan, Purchase, NY 

Before joining AKRF, Ms. Peek managed all aspects of the environmental review, permitting, and approvals process while 

leading a large team of technical consultants preparing a long-term Master Plan for PepsiCo Inc.’s World Headquarters. 

The approved Master Plan includes 135,000 square feet of additional office space, 75,000 square feet of support space 

and 600 parking spaces. 

20 



JOCELYN TORIO 

SENIOR PLANNER/ECONOMIST 

Jocelyn Torio is a Senior Planner/Economist in the firm’s New York City office. 

Since joining AKRF in 2006, she has served as Deputy Project Manger for 

economic impact and market feasibility studies, as well as for Environmental 

Impact Statements (EISs) and Environmental Assessment Statements (EASs). 

She has developed an expertise with main street corridor studies and transit 

oriented development studies (TOD), having analyzed retail and office market 

conditions, conducted SWOT analyses (Strengths Weaknesses Opportunities 

and Threats), and evaluated business and employment trends. She is proficient 

in the use of the IMPLAN economic impact model, having participated in three 

professional training courses provided by the Minnesota IMPLAN Group. In 

addition, Ms. Torio is an experienced real estate analyst and community planner, 

having co-authored blight studies for several high profile and controversial 

redevelopment projects in the New York Metropolitan Area. 


Quincy Center Economic Study, Quincy, MA 

AKRF is analyzing the economic and fiscal benefits associated with a publicprivate 

partnership in the redevelopment of Quincy Center in downtown 

Quincy, MA. Ms. Torio is conducting an economic impact analysis to estimate 

the net economic benefits to Norfolk County and Massachusetts that would 

result from construction and annual operation of the redevelopment project. She 

is also lead author of case studies that will demonstrate how major investments 

can reshape a city and spur further development. 

BACKGROUND 

Education 

Master of City Planning, University of 

Pennsylvania, 2006 

Real Estate Design and Development 

Certificate, University of Pennsylvania, 

2006 

B.A., Economics, Hamilton College, 1999 


Member, American Planning Association 

(APA) 

Member, Urban Land Institute (ULI) 





T: 646-388-9759 

E: jtorio@akrf.com 


AKRF’s Economic and Real Estate Advisory Services practice conducted a market analysis for potential commercial 

development on the new pier including, restaurant, retail, entertainment and cultural venues. The scope of work included: 

establishing trades areas to identify potential customers, conducting market supply and demand analysis for potential 

commercial uses including demographic analysis of consumer spending characteristics, recommending the development 

program and square footage for proposed uses, and preparing pro formas to analyze the financial feasibility of development 

options. Ms. Torio worked on the market analysis. 

Neighborhood Revitalization Strategy for Philadelphia Redevelopment Authority, Philadelphia, PA 

AKRF’s Economic and Real Estate Advisory Services practice is currently advising the Philadelphia Redevelopment 

Authority on reintroducing productive uses to an abandoned urban site. Unstable soil conditions triggered the demolition 

of over 1,000 homes in the now-vacant 35-acre Logan Triangle site in North Philadelphia. For the Philadelphia 



21

RESUME 

JOCELYN TORIO – CONTINUED 

Redevelopment Authority, we conducted a market analysis to identify viable uses, prepared a development program, 

and recommended a redevelopment strategy. We will be preparing proforma analyses, developing a funding strategy, 

assisting in early stage implemntation, and assisting with the developer solicitation process. In addition, we will also be 

working closely with AKRF’s water quality specialists to incorporate a green stormwater infrastructure practice, such as 

a wetland, in open areas designated for community use. Ms. Torio worked on the “Market Analysis and Development 

Strategy” portion of the project. 

Old York Road Corridor Market Study, Township of Abington, PA 

AKRF was hired by the Old York Road Steering Committee to conduct a market opportunity study, focusing on conditions 

and trends along an approximately four-mile stretch of Old York Road in Abington Township. As Deputy Project Manager, 

Ms. Torio analyzed current retail market conditions on Old York Road and in the surrounding area, compared existing 

retail sales to retail expenditures to determine potential market opportunities in the trade area, and conducted an analysis 

of the office market along the corridor and in the surrounding area. 

Route 7 Corridor Retail Market Analysis, Loudoun County, VA 

AKRF was hired by the Loudoun County Economic Development Department to conduct a retail market analysis for 

the eastern end of Route 7 in Loudoun County, Virginia. AKRF’s scope of work included an inventory of all the retail 

centers whose trade areas impact the corridor, a study area capture rate analysis, a determination of year 2020 demand 

for additional retail space, and an evaluation of the Loudoun market’s ability to support a Lifestyle Center. As part of this 

project, Ms. Torio located and researched relevant retail centers in the project area. 

Economic Benefits of Silvercup West, Queens, NY 

AKRF completed an economic and fiscal benefits analysis for the proposed Silvercup West development, an approximate 

2.7 million gross square foot mixed use development on the East River in Long Island City, Queens. The proposed project 

includes television and film production studios and residential, office, retail, museum, health club, catering facility, and 

parking uses. Ms. Torio conducted an economic impact analysis to estimate the net economic benefits from construction 

and annual operation of the project to New York City and New York State. 

Economic and Market Trends Analysis for the Town of Babylon, Wyandanch, NY 

AKRF is providing consulting services and technical assistance for the Brownfield Opportunity Area (BOA) grant for the 

Wyandanch downtown revitalization initiative for the Town of Babylon. The project includes the preparation of a market 

study, a blight study, a BOA Step 2 Nomination, an Urban Renewal Plan, and a Generic Environmental Impact Statement. 

AKRF is also recommending changes to the Town’s current zoning code, and preparing preliminary site layouts with design 

standards. Ms. Torio provided an analysis of demographic and housing characteristics and consumer spending patterns in 

the Hamlet of Wyandanch, the Town of Babylon, and the Nassau-Suffolk Primary Metropolitan Statistical Area. 

22 



MICHAEL BEATTIE, P.E. 


Michael Beattie is a Technical Director in AKRF’s Transportation Group. He 

has eight years of prior professional experience and is a certified Professional 

Engineer (P.E.). Michael serves in a lead role for transportation-related technical 

work, including traffic data collection, data reduction, capacity analyses, and 

the preparation of traffic and transit studies. He prepares technical summaries 

of analysis results, develops trip generation estimates, and prepares traffic 

assignments. He also performs fieldwork, including surveys for on-street and 

off-street parking utilization, geometric measurements, and signal timings for 

parking usage and services. He is highly skilled in the use of Highway Capacity 

Software, Synchro/SimTraffic, VISSIM, and other traffic analysis software. 

Additionally, his experience includes traffic signal timing and optimization, site 

access and circulation studies, and evaluation of transportation improvement 

phasing. In addition to his technical expertise, Michael’s strengths include 

presenting highly technical material to a non-technical audience for 

municipalities, agencies or in support of public outreach efforts. 

Prior to joining AKRF, Mr. Beattie was a Senior Transportation Engineer/ 

Project Manager at Fehr & Peers Transportation Consultants where he was 

served in a lead role providing detailed traffic operations analysis of complex 

freeway interchanges and arterial corridors, as well as transportation impact, 

circulation and parking studies. 


Concord Resort, Thompsonville, NY 

AKRF is preparing an Environmental Impact Statement (EIS) to assess possible 

impacts from the proposed Concord Resort in Thompsonville, NY. The resort 

would include an 18-hole golf course, a racino and harness racing track, hotels, a 

BACKGROUND 

Education 

M.S., Transportation Engineering, 

University of California - Berkeley, 2003 

B.S., Civil Engineering, Rensselaer 

Polytechnic Institute, 2002 


Professional Engineer (PE) – State of New 

York 

Professional Engineer (PE) – State of 

California 


Member, Institute of Transportation 

Engineers (ITE) 

Member, American Society of Civil 

Engineers (ASCE) 





T: 646-388-9740 

E: mbeattie@akrf.com 

residential village with a mix of unit types including condos, apartments, townhouses and detached single family homes, a 

civic center, a medical home, an active adult residential community, an entertainment district with cinema and supporting 

retail, an RV park, and a multi-use trail system with abundant open space. Mr. Beattie is leading the technical analysis 

which involves preparing a detailed traffic volume network for existing and future conditions with and without the project, 

developing trip generation estimates for the proposed project, and performing capacity analysis. Mr. Beattie is utilizing 

Synchro and SimTraffic software to determine significant adverse traffic impacts. In addition, Mr. Beattie is developing 

conceptual roadway plans to improve interchange and roadway operating conditions external and internal the project site. 



23

RESUME 

MICHAEL BEATTIE, P.E. – CONTINUED 

Governors Island EIS, Manhattan and Brooklyn, NY 

AKRF is preparing an Environmental Impact Statement (EIS) to assess possible impacts from the proposed improvements 

to Governors Island. Mr. Beattie performed traffic volume network setup and balancing for existing, future no build, and 

future build traffic conditions, prepare traffic volume figures for the EIS, develop trip generation estimates for the proposed 

project, and perform capacity analysis utilizing HCS2000 software to determine significant adverse traffic impacts. 

French American School of New York, White Plains, NY 

AKRF is preparing an Environmental Impact Statement (EIS) to assess possible impacts from the proposed French American 

School of New York campus in White Plains, NY. Mr. Beattie is leading the technical analysis which involves preparing a 

detailed traffic volume network for existing and future conditions with and without the project, developing trip generation 

estimates for the proposed project, and performing capacity analysis. Mr. Beattie is utilizing Synchro and SimTraffic software 

to determine significant adverse traffic impacts. In addition, he is also analyzing the site access and on-site circulation using 

the VISSIM simulation software to determine the most viable option for school drop-off and pick-up locations. 

Victoria Theater EIS, Manhattan, NY 

AKRF is preparing an Environmental Impact Statement (EIS) to assess possible impacts from the proposed project in 

Manhattan. Mr. Beattie is overseeing the traffic volume network setup and balancing for existing, future no build, and 

future build traffic conditions, develop trip generation estimates for the proposed project, and oversee the capacity analysis 

utilizing HCS2000 software to determine significant adverse traffic impacts. 

Stone Court Strategy Planning and Traffic Support, Staten Island, NY 

AKRF is providing strategy planning and traffic support services for the proposed redevelopment of the Flagg estate, 

Stone Court, into approximately 60 senior citizen apartment units. Mr. Beattie will develop trip generation estimates of 

the proposed project and will develop existing plus project-generated traffic volumes to address general traffic congestion 

issues in the study area. He will also compile and summarize data on emergency services that serve the project area to 

address the community’s concern about emergency vehicle access. 

Geary Boulevard Bus Rapid Transit, San Francisco, CA 

Fehr & Peers developed a VISSIM micro-simulation model to simulate the proposed bus rapid transit (BRT) implementation 

along Geary Boulevard. The BRT project would encompass a four and half mile stretch of Geary Boulevard, extending 

from Union Square in downtown San Francisco to 30th Avenue in the Outer Richmond. Mr. Beattie led the detailed 

traffic operations analysis of the intersection and corridor operations using the VISSIM software. The VISSIM software 

was used to determine operational impacts for side-side, center-side, and center-center running buses and ideal locations 

of transitions between mixed flow-lanes and bus-only lanes. 

Downtown Livermore Parking Study, Livermore, CA 

Fehr & Peers analyzed existing and future parking supply and demand in the downtown Livermore area. Future parking 

demand was developed through the use of shared parking studies and GIS models calibrated to reflect parking characteristics 

of the downtown Livermore area. Mr. Beattie was responsible for project scope, schedule, budget and documentation and 

for the city-wide parking data collection effort and detailed operations analysis of key intersections throughout the City. 

24 



FIRM DESCRIPTION l 

SERVICES 

PLANNING AND URBAN DESIGN 

LANDSCAPE ARCHITECTURE 

ARCHITECTURE 

INTERIOR DESIGN 

CIVIL ENGINEERING 

GRAPHIC DESIGN 

STRATEGIC PLANNING 

Sasaki is an international design firm that is 

actively engaged in virtually every aspect of the 

built environment—architecture, civil engineering, 

graphic design, interior design, landscape 

architecture, planning and urban design, and 

strategic planning. Our interdisciplinary structure 

adds client value. A purposeful cross-pollination 

of skills among our range of professionals results 

in a synthesis of economic reality, environmental 

sustainability, cultural awareness, and keen 

aesthetic judgment. 

CONTRIBUTION—THE HIGHEST VALUE 

We do nothing in isolation. Only through intensive, wide-ranging engagement with 

clients and user groups can designers meet multi-faceted needs. Our culture of 

creative contribution allows each member of a team—whether internal to Sasaki 

or part of a network of consultant collaborators—to add a specific expertise or 

viewpoint. Advantaged by the sum of these talents, we are the rare firm with both 

the resources and experience to take on the most complex planning assignments 

and the design talent to complete award-winning architecture, interiors, and 

landscape. 

A MODEL OF INTERDISCIPLINARY DESIGN 

Sasaki is organized into the Campus Studio and the Urban Studio. Both are made 

up of interdisciplinary design groups focused on a broad range of project types 

within the studio area of expertise. Simultaneously providing organization and 

flexibility, project management is fixed in each studio, but often the creative team 

comprises members of both studios to ensure the success of complex projects. 

Firm principals, charged with direct client contact and accountability, orchestrate 

and inspire the team while tapping into the vast knowledge base within the firm. 

For example, our landscape architecture, planning, and urban design informs our 

architecture, and vice versa. An interior design solution in one project might hold 

the key to sustainability in another, while current work in China might inspire a 

creative approach to a project in Cleveland.

FIRM DESCRIPTION l 

A RANGE OF EXPERIENCE, AN UNLIMITED HORIZON 

The range of our projects is vast, from 10,000-square-foot corporate interiors to 

500,000-square-foot academic and athletic buildings to entire new city precincts 

in places as distant and diverse as coastal California, urban New England, and 

the technology corridors of northern India. Our commitment to environmental 

sustainability is evidenced by Sustainable Solutions, a firm-wide vehicle for research 

and implementation of innovative green solutions. Our firm’s commitment 

to sustainability in our practice is evidenced through our in-house expertise in 

the applications of sustainable engineering, planning, and design. An emerging 

area of our business, Sasaki Strategies, provides strategic planning, space planning, 

and financial planning know-how to complement our design services and is 

distinguished by a range of highly innovative, real-time graphic-interface decision 

support systems. 

SERVING CLIENTS AND VARIED CONSTITUENCIES 

In forming alliances with clients, we look first and foremost to achieving the client’s 

goals, believing that a natural outgrowth of such a partnership is the enrichment 

of the public, institutional, and private realms in which we work. Regardless 

of the project site, Sasaki is committed to the ideal of rich, multi-layered urban 

and town environments that generate societal cohesion and foster economic prosperity. 

We never forget the greater purposes inherent in our design endeavors— 

the wise stewardship and best use of private property; the openness, vitality, and 

sustainability of the public realm; the furtherance of the educational missions of 

colleges and universities; and the creation of enduring architecture and exterior 

environments that will last multiple generations. 

OUR OPEN STUDIOS 

Our office is located in a 100-year-old renovated mill building along the Charles 

River in Boston. Its loft design and multiple communal areas are reflective of a 

firm culture of openness and intellectual investigation. Our award-winning headquarters 

achieved LEED EB Gold certification. 

SASAKI FACTS 

• Founded in 1953 by Hideo Sasaki, former head of 

Landscape Architecture at Harvard University and a 

major figure in 20th Century design 

• More than 200 employees in our Boston office 

• Ongoing professional relationships with institutions, 

governments, and private companies in all 50 states 

and on six continents 

• A diverse staff reflective of this global reach, 

representing 35 countries and speaking 28 languages 

• More than 500 national and international design 

awards across all firm disciplines 

• More than 30 LEED Accredited Professionals

Clayton Downtown Master Plan l 

Update and Retail Strategy 

Clayton, Missouri 

CLIENT 

City of Clayton, Missouri 

SERVICES 

Planning 

Urban Design 

Landscape Architecture 

COMPLETION DATE 

2010 

The downtown Clayton master plan and 

retail strategy seeks to transform the 

central business district (CBD) from a 

weekday corporate space into a more 

vibrant and diverse mixed-use urban district 

that is a model of social, economic, 

and environmental sustainability for 

Clayton’s next generation of businesses 

and residents. The challenge and opportunity 

is to use Clayton’s attractiveness 

to corporate headquarters, offices, and 

professional service firms as a catalyst 

to transform the CBD into a destination 

any time and every day. Community participation 

has been fundamental to the 

creation of this vision. 

Sasaki prepared the master plan and 

retail strategy to provide the city with 

a vision for future development opportunities 

and civic improvements to 

enhance the public realm, update and 

streamline existing zoning regulations, 

and provide implementation strategies 

for future public and private investment 

and development. The vision for the 

CBD reinforces its existing strengths—a 

healthy office market, excellent dining, 

and good access by car and public 

transportation—to guide the evolution 

of the downtown reflecting demographic 

changes and market trends. In the 

future, the downtown will offer diverse 

retail and housing opportunities, a walk- 

(t-b) Aerial view of the master plan, rendering of North Central civic plaza

Clayton Downtown Master Plan l Clayton, Missouri 

able civic realm with pedestrian-friendly 

streets and sidewalks, updated hospitality, 

and cultural venues. 

(t-b) Illustrative master plan, aerial view of the North Central District

City of Greenville l 

Downtown Master Plan 

Greenville, South Carolina 

CLIENT 

City of Greenville, Economic Development 

Department 

SERVICES 

Planning 

Urban Design 


Transportation Planning 


2008 

SUSTAINABLE FEATURES 

• Promotes Valued Public Initiatives 

• Creates Mixed Land Use 

• Creates Compact Development 

• Employs Strategic Housing Mix 

• Promotes Robust Workforce 

• Engages Alternative Transportation 

• Minimizes Auto Reliance 

Sasaki’s proposed plan expands the 

notion of downtown Greenville. Since 

the 1970s, the City has invested heavily 

in their Main Street, resulting in a 

beautiful tree-lined pedestrian street 

with urban retail, offices and restaurants. 

In the 1990s, Sasaki helped plan 

the Reedy River Corridor, which is now a 

popular destination in the downtown. 

The new plan creates a framework for 

future investment, reinforces the role of 

the downtown as an economic catalyst 

for the region, and leverages prior successes 

to create a mixed use, sustainable, 

urban environment. 

Initiatives in the plan include completing 

the idea of a “Green”ville necklace of 

parks and open spaces, creating gate- 

(t-b) The downtown Greenville master plan; the Five Corners of downtown - the focus 

areas of the master plan

City of Greenville Master Plan l Greenville, South Carolina 

ways to celebrate arrival into downtown, 

expanding beyond Main Street to the 

Five Corners of downtown by connecting 

the unique character of district nodes 

back to Main Street, diversifying housing 

options, and dispersing traffic. 

Additionally, the plan addresses implementation 

by setting priorities and 

responsibilities, creating a strategy 

to influence market forces in a manner 

that accomplishes community goals, 

and recommending changes to current 

regulations to streamline the development 

process and clarify the zoning 

requirements. 

(t-b) Aerial view of historic Main Street and its iconic tree canopy; the open space plan 

which completes the “Green”ville necklace

Greater Hill District l 

Master Plan 

Pittsburgh, Pennsylvania 

CLIENT 

Urban Redevelopment Authority of Pittsburgh 

SERVICES 

Planning 

Urban Design 

SIZE 

1200 acres 


2011 

ASSOCIATE ARCHITECT 

Stull + Lee 

Pittsburgh’s Greater Hill District—a collection 

of neighborhoods in close proximity 

to downtown’s Golden Triangle— 

has been the focus of over two dozen 

plans and studies in the past decade, 

yet few of the resulting recommendations 

have been implemented to date. 

Sasaki is teaming with the architecture 

and urban design firm Stull + Lee to 

integrate these existing recommendations 

with additional urban design 

propositions into a planning framework 

that restores the vibrancy of the neighborhoods 

that have been subject to 

significant disinvenstment and population 

loss. 

MASTER PLAN FRAMEWORK 

Commercial 

Mixed-Use / High Density 

Residential 

Educational Institution 

Religious Institutions 

Open Space 

Priority Street 

Street Greening 

Kirkpatrick Recreational Trail 

Dramatic Views 

Community Resource 

Gateway 

Hospital 

Bus Rapid Transit 

Golden 

Lower 

Hill 

Reconnect the 

Lower Hill to the rest 

of the Hill District 

Duquesne 

University 

Crawford 

Corridor 

Crawford 

Strip District 

Bedford Avenue 

Corridor 

Transform into a fully 

developed residential avenue 

Dinwiddie 

Centre 

Uptown 

Opportunities 

Identify strategic sites for 

residential infill and mixed-use, 

catalytic development. Explore 

TOD opportunities and improve 

multimodal transit 

Kirkpatrick Street 

Bedford 

d 

Webster 

Polish Hill 

Herron Avenue 

Transform into a 

commercially viable and 

attractive avenue. 

Wylie Avenue 

HerronAvenue 

University of 

Pittsburgh 

Kirkpatrick Street 

Recreational Corridor 

Use existing green spaces and streets 

to establish recreation opportunities 

and improve pedestrian connections. 

Centre View 

Reinforce Centre Avenue 

as the Hill’s primary retail/ 

commercial node 

Carlow 

University 

Upper Hill 

Reinforce the cohesive 

residential character 

through residential 

stabilization and infill 

development 

Oakland 

Now underway, the master planning 

process engages Hill District residents, 

neighborhood leaders, local foundations 

and city agencies in developing goals 

and strategies for focused growth and 

in establishing criteria for evaluating 

proposed projects in the future. The 

end result will be a physical plan that 

provides a strategic foundation for 

guiding ongoing public, private and 

institutional investment in the Greater 

Hill District, including a series of highpriority 

propositions for a handful of 

specific locations. 

(t-b) Preliminary strategies diagram; community meeting

Greater Hill District l Pittsburgh, Pennsylvania 

stabilize 

reimagine 

new identity 

new residential patterns 

continuity 

invest 

reimagine 

stabilize

Rochester Downtown Master Plan l 

Rochester, Minnesota 

CLIENT 

City of Rochester, MN in association with 

Mayo Clinic and the University of Minnesota 

Rochester 

SERVICES 

Planning 

Urban Design 


2010 

The Downtown Rochester Master Plan 

establishes a strong and sustainable 

framework of open space, streets, and 

an engaging public realm that forms a 

foundation within which future development 

will occur. The framework is composed 

of several parts: a framework of 

districts that envisions the specific mix 

of land uses that makes up each distinct 

area of downtown; an urban design 

framework that defines the urban form 

of the city by giving shape to the public 

realm through building massing, density, 

and the scale of streets; and an 

open space framework that sets the 

landscape character and helps define 

priority investments for streets, the 

river, trails, open spaces, and plazas. 

The mobility framework builds on the 

relationship between transportation and 

land use and balances an increasing 

number of mobility options—from transit 

to pedestrians and bikes to single 

occupancy vehicles—replacing priorities 

that privilege one mode at another’s 

expense. And, finally, the sustainability 

framework ties together these components 

to achieve a plan that is not only 

environmentally sensitive and climatically 

appropriate, but also socially and 

economically sustainable. 

(t-b) Main Street mixed use district, 1st & Campus Plaza perspective, riverfront perspective

Rochester Downtown Master Plan l Rochester, Minnesota 

The master plan for Downtown 

Rochester marks an historic moment for 

the city capturing the spirit of partnership 

between the public and private sectors. 

The master plan represents a commitment 

to the health of the Downtown 

that is shared by residents and employers 

who play such a significant role in 

the economic vitality and quality of life 

in the city. The collaboration entered 

into by the city, Mayo Clinic, University 

of Minnesota Rochester (UMR), the 

Rochester Downtown Association, and 

the Rochester Area Foundation to 

embark on this master plan lays the 

foundation for development of an organizational 

framework that can advance the 

plan, shepherding implementation of its 

priority projects and setting a national 

precedent for the level of collaboration 

undertaken by community leaders. 

(t-b) Downtown neighborhoods, Rochester downtown bird’s eye view

City of Virginia Beach l 

Strategic Plan 

Virginia Beach, Virginia 

CLIENT 

City of Virginia Beach Planning Department 

SERVICES 

Planning 

Urban Design 


Transportation Planning 


2008 

AWARDS 

International Downtown Association, Award 

of Distinction, 2009 


• Promotes Open Space For All 



• Creates Compact Development 



Virginia Beach’s Oceanfront Area is 

poised to successfully transition from a 

seasonal vacation spot to a year round 

community and resort destination. The 

Sasaki plan identifies the potential for 

three great districts, each with distinctive 

identities. 

While the beach itself is a successful 

destination, the plan is a practical 

vision for enhancing the area by extending 

the energy at the beach into the 

adjoining blocks through streetscape 

improvements, connective uses, and 

view corridors; while, at the same 

time, creating an appropriate transition 

between the neighborhoods and 

the beachfront development. The plan 

develops synergies between the cultural 

and commercial life of the Oceanfront 

Area, the recreational and natural life 

along the water, and an overall focus on 

drawing residents and visitors into the 

area, creating confidence for investment.

Providence 2020 l 

Providence, Rhode Island 

CLIENT 

City of Providence 

SERVICES 

Planning 

Urban Design 

SIZE 

1,200 acres 


2006 


• Extends Urban Grid 

• Brownfield Redevelopment 




AWARDS 

American Society of Landscape Architects, 

Excellence Award, 2006 

Boston Society of Landscape Architects, 

Merit Award, 2006 

Congress for the New Urbanism, Charter 

Award, 2006 

Providence—the capital of and largest 

city in Rhode Island—features a dramatic 

setting in which residential neighborhoods 

on surrounding hills overlook the 

waterfront of Narragansett Bay. During 

industrialization, railways and highways 

pierced the city and the resulting districts 

developed distinct, yet complementary, 

identities. To reinvigorate this postindustrial 

New England city, Providence 

2020 celebrates each district’s historical 

and architectural attributes while 

creating greater unity among them. The 

plan sets forth a flexible framework for 

development and encourages a network 

of pedestrian-friendly streets within 

former industrial lands and highway cort 

to b: Master plan illustration; Illustration of the downtown riverfront.

Providence 2020 l Providence, Rhode Island 

ridors. 

A continuous waterfront greenway 

weaves through the neighborhoods that 

make up downtown: the Promenade, 

the Capital Center (or Downcity), the 

Jewelry District, and Narragansett Bay. A 

continuous transit spine links all of the 

districts together and to the waterfront. 

The Promenade, a former industrial 

district with a wealth of loft-style buildings, 

becomes a center for innovation 

and research. The Capital Center builds 

on its strengths as the city’s traditional 

financial and political hub. The Jewelry 

District—another former industrial 

zone—will take advantage of its proximity 

to universities and hospitals to 

generate jobs in biomedical research. 

The Narragansett Bayfront, a working 

waterfront, becomes ripe for residential 

conversions and new building development. 

Sasaki’s work included reconciling previous 

plans and extensive outreach to 

stakeholders and the public. Sasaki 

defined implementation priorities and 

roles and responsibilities to ensure 

ongoing public investment. To accommodate 

private development interests, 

the team used three-dimensional modeling 

to test different height zones, which 

will influence the city’s new zoning. 

t to b: Perspective 3-D views of downtown build-out concept; Illustration of the civic space.

City Hall Relocation & 

Waterfront Site Development l 

Troy, New York 

CLIENT 

City of Troy, New York 

NYS Department of State 

SERVICES 

Planning 

Urban Design 


2010 

The City of Troy hired Sasaki to study 

options for the relocation of the 

Troy City Hall as well as prepare a 

Developer’s Request for Qualifications 

(RFQ) to redevelop the vacated prime 

waterfront site. In recent history, this 

waterfront site has played a critical, 

civic and symbolic role in the community, 

housing the City Hall since the 

mid-1970s. The project site’s location 

across from Monument Square, a key 

civic and symbolic open space, emphasizes 

the site’s central role in the downtown’s 

history and future. 

The first part of the study examined 

eight potential locations within downtown 

for the relocation of City Hall 

based on extensive site reconnaissance, 

financial feasibility, and community 

input. The latter part of the study examined 

the reuse potential of the prominent 

2.1 acre waterfront parcel site 

located in the heart of downtown and 

owned by the City of Troy. The RFQ presented 

site opportunities, market context, 

public/private partnership opportunities, 

a regulatory framework and 

development guidelines. The guidelines 

are intended to not only promote flexible 

design solutions that protect the 

community’s interest in this significant, 

civic site, but also allow for creativity 

in the future architecture of the site.

City Hall Relocation & Waterfront Site Development l 

Troy, New York 

A comprehensive community engagement 

process was undertaken to solicit 

feedback from the community about 

their vision for this site and locational 

opportunities in downtown to locate a 

future City Hall. The results of this process 

were encapsulated in development 

guidelines included in RFQ. 

Redevelopment of the former City Hall 

site in downtown Troy into a mixed use 

development will contribute to the ongoing 

revitalization efforts of the downtown, 

strengthen community space, bring new 

residents, and link to current riverfront 

investments. It is envisioned that the 

new development will contribute vibrancy 

to this area by adding to its workhours 

and full-time population while 

remaining sensitive and compatible with 

the architectural and environmental surroundings. 

The Development Guidelines in the RFQ 

respect the main characteristics of the 

site. The guidelines ensure that future 

development will relate to the prime 

riverfront site and park, and be wellconnected 

to the historic fabric of Troy’s 

downtown, where many buildings exhibit 

a strong, enduring architectural character 

that has shaped the walkable nature 

and historic identity of Troy’s core area. 

These buildings maintain a continuous 

street wall and pedestrian-friendly 

scale with multiple entries, a high level 

of architectural detail, and high quality 

materials. Their scale and architecture 

have created a distinctive identity for 

Troy’s streets and lend well to a livable 

downtown.

Penn Corridor Master Plan l 

Reading, West Reading and 

CLIENT 

Reading Berks County Visitor Bureau 

SERVICES 

Planning 

Urban Design 


SIZE 

245 acres 


2006 



• Provides Open Space for All 




Wyomissing, Pennsylvania 

The Initiative for a Competitive Greater 

Reading invited Sasaki to develop the 

Penn Corridor Master Plan as a part of 

a regional economic development 

strategy. The two-mile Penn Corridor 

connects downtown Reading to its 

neighboring municipalities on the 

other side of the Schuylkill River. The 

regeneration of the corridor will unify 

the existing strengths of cultural, entertainment, 

and retail destinations, while 

incorporating the future potential of 

riverfront trails and development as part 

of RiverPlace and the Schuylkill River 

National and State Heritage Area. 

One of the key goals for the Penn 

Corridor is to provide a walkable, vibrant 

urban setting. To achieve this, the corridor 

is divided into a chain of districts, 

each roughly scaled to a comfortable 

five-minute walk. Proposed improve-

Penn Corridor Master Plan l Reading, Pennsylvania 

ments strengthen the character, identity, 

and attraction of each district, recognizing 

their inherent advantages and coordinating 

with the planned improvements 

in the other districts. A new transit 

route proposed along the entire corridor 

further unifies the district and links 

to planned commuter rail stations at 

either end. 

The plan also addresses one of the primary 

barriers along the corridor highway 

interchange by reconfiguring to allow 

for greater vehicular capacity within a 

smaller land area and in the short term, 

adding a public art installation of light 

towers that serve as powerful gateway 

to the Corridor. The plan builds on the 

recommendations of the Initiative for a 

Competitive Inner City and was prepared 

in collaboration with the Brookings 

Institution.

Sasaki References 

1. Clayton Downtown Master Plan 

Craig Owens, City Manager, City of Clayton, MO 

10 N. Bemiston 

Clayton, MO 63105 

Phone: 314-290-8400 

Email: cowens@ci.clayton.mo.us 

2. City of Greenville Downtown Master Plan 

Chris Stone, President, Greenville Convention & Visitors Bureau 

631 South Main Street 

Suite 301 

Greenville, SC 29603 

Phone: 800-351-7180 

Email: cstone@greenvillecvb.com 

3. Greater Hill District Master Plan 

Lena Andrews, Community Engagement Planning and Development 

Specialist, ACTION-Housing, Inc. 

425 Sixth Avenue, Suite 950 

Pittsburgh, PA 15219 

Phone: 412-281-2102 x2028 

Email: landrews@actionhousing.org

Frederick Merrill, AICP l 

Principal 

Planner, LEED ® Accredited Professional 

EDUCATION 

Massachusetts Institute of Technology, 

Master of City Planning 

Massachusetts Institute of Technology, 

Master of Science in Architectural Studies 

University of Wisconsin/Madison, Bachelor of 

Science in Land Economics 

PROFESSIONAL AFFILIATIONS 

American Planning Association 


Urban Land Institute (Sustainable 

Development Council Member) 

ACADEMIC POSITIONS 

Instructor of “Master Planning: Moving 

Towards a Sustainable City” professional 

development course, Harvard Graduate 

School of Design Education Summer Program, 

1997-present 

Guest lecturer on urban planning and development 

issues at various colleges and universities 

including Harvard University and the 

Massachusetts Institute of Technology. 

PUBLIC POLICY BOARDS 

Town of Lexington, Massachusetts, Zoning 

Board of Appeals, Associate Member, 2011- 

present. 

Town of Lexington, Massachusetts, Lexington 

2020 Vision Steering Committee, 2000-02 

Town of Lexington, Massachusetts Planning 

Board, Chairman; 1998-2000. 

Town of Lexington, Massachusetts Planning 

Board; 1994-2000. 

Town of Lexington, Massachusetts Town 

Meeting Member; 1994-2000. 

Town of Brookline, Massachusetts Land Use 

Study Committee, 1985-86 

For more than 30 years, Fred Merrill has led the creation of master plans and 

implementation strategies for neighborhood/downtown/urban district regeneration 

projects; commercial and mixed use real estate developments; corporate 

office/R&D campuses; master planned communities; large scale public/private/ 

institutional land holdings; reuse of military, institutional and brownfield properties; 

and the crafting of land use policies and practices that promote sustainable 

communities. Fred directs interdisciplinary planning and design teams across all 

phases of project master planning and implementation, including development due 

diligence and feasibility, land use programming, alternatives generation and analysis, 

master planning strategies, and public participation and consensus building 

throughout the entire governmental/regulatory approval process. 

Fred’s current practice includes leading an interdisciplinary team in the transformation 

of a low-density residential master planned community into a higher-density 

mixed use “medical city” with a range of institutional, residential, commercial, 

retail and civic uses; developing a regeneration plan for a disadvantage urban 

neighborhood; creation of a master plan for a new district related to a major 

research university; crafting a land use plan and rezoning strategy for a growing 

city that recently annexed major land area; forming a redevelopment strategy for 

campus-downtown urban district for a combined city/university client; transforming 

a former military base into a new town with a balance of residential, employment, 

commercial and civic uses; and development of a mixed use reuse plan for 

closed state hospital. 

Fred is a frequent presenter at national planning and real estate development 

conferences and is a co-instructor at the Harvard University Graduate School 

of Design’s Executive Education Seminar Program. A resident of Lexington, 

Massachusetts, Fred served seven years on the town’s Planning Board, including 

two years as Chairman. Mr. Merrill earned a Masters of City Planning and Masters 

of Science in Architectural Studies from MIT and a Bachelor of Science in Land 

Economics from the University of Wisconsin - Madison. 

Fred is a member of the American Institute of Certified Planners, the Urban Land 

Institute’s Sustainable Development Council and was a contributing author of “The 

New Suburbia: Trends in Residential Development, “ Urban Land Institute, 2003. 

SELECTED MIXED USE, CORPORATE AND COMMERCIAL PLANNING 

EXPERIENCE 

A.D. Makepeace Company Master Land Use Plan; Plymouth, Carver and Wareham, 

Massachusetts 

Artman Farm Master Planned Community; Zionsville, Indiana 

Boston Center & Exhibition Center (BCEC) Expansion Urban Design Master Plan; 

Boston, Massachusetts 

Brewster Point; Rockport, Maine

Frederick Merrill, AICP l Principal, Planner 

Brooks City Base Reuse Plan; San Antonio, Texas 

Brooks City Base Master Plan and Implementation Planning; San Antonio, Texas 

Charles Stewart Mott Foundation Headquarters Master Plan Feasibility Study; 

Flint, Michigan 

Crown Center Master Plan; Kansas City, Missouri 

Crown Colony Corporate Center; Quincy, Massachusetts 

Clayton CBD Master Plan and Retail Strategy; 

Clayton, Missouri 

Devens Commerce Center Implementation Master Plan (formerly Fort Devens); 

Harvard, Massachusetts 

Devens Reuse Plan Reassessment and Revisioning (formerly Fort Devens); Harvard, Ayer, 

and Shirley, Massachusetts 

Fair Lakes; Fairfax, Virginia 

Fort Benjamin Harrison Implementation Plan; Indianapolis, Indiana 

Fort DuPont Complex Master Plan; Delaware City, Delaware 

Fort Monroe Master Plan and Implementation Strategy; Hampton, Virginia 

Fort Ritchie Comprehensive Redevelopment Plan; Cascade, Maryland 

Griffiss Business & Technology Park Master Plan Update; Rome, New York 

Hanscom Air Force Base Pre-BRAC Planning Assessment; Lincoln, Lexington, Concord, and 

Bedford, Massachusetts 

Hilltop State Office Complex Master Plan; Columbus, Ohio 

Greenville Downtown Master Plan; Greenville, 

South Carolina 

I-81 Regional Connecter Road Master Plan; Luzerne County, Pennsylvania 

Kittery-Portsmouth Naval Shipyard Pre-BRAC Planning Study; Kittery, Maine 

Lake Nona Master Plan; Orlando, Florida 

Lakeside Corporate Center at PenMar; Cascade, Maryland 

Lakeside-Southworks Urban District Plan; Chicago, Illinois 

Letterkenny Army Depot Reuse Plan; Franklin County, Pennsylvania 

LL Bean Outdoor Discovery School Master Plan; Freeport Maine 

Mayeux Property Master Planned Community; Baton Rouge, Louisiana 

MetroHealth East Campus Master Plan; Village of Highland Hills, Ohio 

Metropolitan Corporate Center; Marlborough, Massachusetts 

Pittsburgh Greater Hill District Neighborhood 

Master Plan; Pittsburgh, Pennsylvania 

NW Quadrant New Community Master Plan; Salt Lake City, Utah 

Oneida County Airport and Business Park Reuse Plan; Whitestown, New York 

Panama City/Bay County International Airport Reuse Master Plan; Panama CIty, Florida 

Potomac Greens; Alexandria, Virginia 

Princeton Forrestal Center, Princeton Nurseries Site Plan Approval, South Brunswick 

Township, New Jersey 

Princeton Forrestal Center, Forrestal Campus Joint Library Book Depository Siting Study; 

Princeton, New Jersey 

Princeton Forrestal Center, South and North Campus Master Plan; Plainsboro Townships 

and South Brunswick, New Jersey 

Quarterpath at Williamsburg Master Plan and Land Development Planning; Williamsburg, 

Virginia


Quechee Lakes Parcel 5C Master Plan; Quechee, Vermont 

The Retreat at Rancho Mirage; Rancho Mirage, California 

Rochester Science Park; Rochester, New York 

Rochester Technology Park; Gates, New York 

Savanna Army Depot Reuse Plan; Savanna, Illinois 

Southwood New Community Master Plan; Tallahassee, Florida 

Lake Nona - Orlando Florida Master Plan 

Sprague Corporation Master Plan; Cape Elizabeth, Maine 

Starwood Property New Community Concept Plan; Orlando, Florida 

Upper Teanaway Subarea Plan; Kittitas County, Washington 

Village on Main Master Plan and Design Guidelines; Jenks, Oklahoma 

SELECTED URBAN PLANNING AND DESIGN 

Clayton CBD Master Plan and Retail Strategy; Clayton, Missouri 

City of Columbia/University of Missouri/Land Use and Urban Opportunities Study, The 

Campus-Downtown District; Columbia, Missouri 

City of Huntsville Annexed Land Master Plan; Huntsville, Alabama 

University of Minnesota Research Park 

Master Plan - Rosemount, Minnesota 

City of Wetumpka Downtown Master Plan; Wetumpka, Alabama 

Dallas Town Lake; Dallas, Texas 

East Hopkinton Land Use Strategy; Hopkinton, Massachusetts 

Flint River District Regeneration Strategy; Flint, Michigan 

Flint Uptown Reinvestment Strategy; Flint, Michigan 

Greenville Downtown Master Plan; Greenville, South Carolina 

Hampton Downtown Master Plan and Implementation Strategy; Hampton, Virginia 

Hershey Town Center Master Plan; Hershey, Pennsylvania 

Kessler Woods Land Development Study; Newton, Massachusetts 

Lower Broadway District Master Plan; Everett, Massachusetts 

Pittsburgh Greater Hill District Neighborhood Master Plan; Pittsburgh, Pennsylvania 

T.F. Green Airport Area Economic Development Plan; Warwick, Rhode Island 

T.F. Green Airport Area Economic Development Plan-Phase II; Warwick, 

Rhode Island 

LTV Steel South Side Works Master Plan; Pittsburgh, Pennsylvania 

Quincy Center Redevelopment Plan; Quincy, Massachusetts 

Reedy River Corridor Master Plan; Greenville, South Carolina 

Rocky Fork Blacklick Accord Master Plan; New Albany, Ohio 

Routes 1/128 Economic Development Strategy; Peabody, Massachusetts 

San Jose Civic Plaza Redevelopment Project; San Jose, California 

Mayo Clinic Arizona Medical Campus 

Master Plan 

Sault Ste. Marie Waterfront Gateway Study; Sault Ste. Marie, Ontario 

Tent City EIR/EIS; Boston, Massachusetts 

West Baton Rouge Parish Master Plan, West Baton Rouge, Louisiana


SELECTED INSTITUTIONAL LAND PLANNING EXPERIENCE 

Amherst College Land Holdings Assessment; Amherst, Massachusetts 

Dartmouth College Land Holdings Master Plan; Lebanon, New Hampshire 

Fernald Developmental Center Reuse Study; Waltham, Massachusetts 

Flint Cultural Center Concept Master Plan; Flint Michigan 

Graymoor Master Plan; The Franciscan Friars of the Atonement; Garrison, New York 

Maine Media Workshops Master Plan; Rockport, Maine 

Mayo Clinic Arizona Medical Campus Master Plan; Phoenix and Scottsdale, Arizona 

Mayo Clinic Arizona Collaborative Research Community Master Plan; Scottsdale, Arizona 

Mayo Clinic Arizona Master Plan 2000 Donor Brochure; Phoenix, Arizona 

Devens Reuse Plan 

Middlesex County Training School; Chelmsford, Massachusetts 

Teanaway Sub Area Plan; Kittitas County, Washington 

The Villages at Vanderbilt, Vanderbilt University; Nashville, Tennessee 

University of Illinois South Campus Master Plan; Urbana-Champaign, Illinois 

University of Massachusetts Medical School/Memorial Health Care and Related State 

Facilities Campus Master Plan; Worcester, Massachusetts 

University of Minnesota Outreach, Research and Education (UMORE) Park Strategic Plan; 

Rosemount, Minnesota 

Vanderbilt University Trustee’s Land Assessment Study; Nashville, Tennessee 

Westborough State Hospital Reuse Master Plan, Westborough, Massachsuetts 

PUBLICATIONS 

Northwest Quadrant New Community Master 

Plan - Salt Lake City, Utah 

“Dealing With Contradictions in Exurban Boston,” Revitalization Online, August 30th 2007 

“The New Shape of Suburbia: Trends in Residential Development,” Urban Land Institute, 

2003 (Primary Contributing Author) 

“Area-wide Environmental Impact Assessment Guidebook,” Environmental Impact Assessment 

Review, Volume 2, Number 2, June 1981. 

PRESENTATIONS 

Southwood - Tallahassee, Florida 

Southern New England American Planning Association, Annual Conference, “Smart Growth 

in Action: The Legacy Farms Story, Hopkinton, MA,” October, 2011 

Center for Planning Excellence, Smart Growth Summit, “We Have a New Comprehensive 

Plan, What Do We Do Now?,” August, 2011 

Massachusetts Association of Planning Directors, 2011 Annual Conference, “Advanced 

Public Outreach Tools and Techniques,” June 2011 

St. Louis Area City Managers Association Professional Development Seminar, “Creating an 

Environment for Urban Residential, Business and Retail Success,” June 2010 

American Association for the Advancement of Science Annual Conference: Bridging Science 

and Society, “Embracing Nature: Ecological Planning and Trends in Sustainable Community 

Design,” February 2010 

Urban Land Institute Annual Meeting: “Down Cycle 101: How to Survive Your First Down 

Cycle,” November 2008


Urban Land Institute Spring Panel: Advisory Services Project Analysis Session “University 

Research Park, Charlotte North Carolina,” May 2008 

Urban Land Institute Spring Council Chair: “Sharing Experience: A One-Day Real Estate 

Program in Sustainable Development,” May 2008 

Urban Land Institute Boston Moderator: “Military Site Reuse and Redevelopment: Devens 

and SouthField,” February 2008 

Urban Land Institute Advisory Services Panel: Tradition, Biloxi, Mississippi, January 2008 

Urban Land Institute Minnesota; “Creating the Vision: The Future of UMore Park,” 2007 

American Planning Association, Annual Conference; Philadelphia, Pennsylvania, “The 

Devens Reuse Plan,” April 2007 

Chaska Conservancy Charette, Chaska, Minnesota, 2007 

University of Massachusetts Department of Landscape Architecture and Regional Planning, 

2006 Lecture Series; Amherst, Massachusetts, “Devens Master Plan II: Making a Real 

Community,” 2006 

Harvard University Graduate School of Design; Career Discovery Program – Introduction to 

Urban Planning, 2004 - 2008 

Urban Land Institute Annual Conference, Los Angeles, California, “Texas Stadium 

Redevelopment Options Project Analysis” - 2005 

Urban Land Institute Annual Conference; Las Vegas, Nevada, “The University of Virginia 

Research Parks – Plan Analysis Review,” 2002 

Urban Land Institute Annual Conference; Boston, “Master Plan Community for the A.D. 

Makepeace Company – Plan Review” for the Community Development Council, 2001 

National Association of Installation Developers Winter Conference; Tempe, Arizona, 

“Analyzing the Deal: The Team, The Dream, The Green,” 2002 

National Association of Installation Developers, Annual Conference; San Antonio, Texas, 

“Installation Redesign,” 2001 

Barcelona Meeting Point, Annual Conference; Barcelona, Spain, “Master Planned 

Communities in the United States,” 1999 

American Planning Association, Annual Conference; Boston, Massachusetts, “Lexington and 

Concord - Then and Now,” 1998 

American Planning Association, Annual Conference; Orlando, Florida, “Regenerating the City 

- Implementing Urban District Plans,” 1996 

“Real Estate Due Diligence” Seminar, RECOLL Management Corporation, 1993

Robert Culver l 

Principal 

Managing Director 

EDUCATION 

Harvard University, Kennedy School of 

Government, M.P. A. 

London School of Economics and Political 

Science, M.A., Area Studies (China) 

State University of New York at Buffalo, 

B.A., Honors in History, Cum Laude 

Cambridge University, Faculty of Oriental 

and African Studies, Scholarship student, 

non-degree intensive program in modern/ 

classical Chinese language 

CURRENT PROFESSIONAL 

AFFILIATIONS 

Urban Land Institute (ULI) 

Global Exchange Council Member 

American Society of Landscape Architects 

(ASLA) 

Boston Society of Landscape Architects 

(BSLA) 

Northeastern University, Corporator 

New England Conservatory of Music; 

Corporator; Member, Facilities Committee; 

Member, Audit Committee 

Dean’s Advisory Leadership Council (DALC), 

Harvard University, 

Kennedy School of Government 

PAST PROFESSIONAL 

MEMBERSHIPS & AFFILIATIONS 

National Grid USA, Advisory Board Member 

Niagara Mohawk Holdings, Inc., Director; 

Member of Audit Committee 

U.S. Trust Company (Boston), Director; 

Chair, Audit Committee; Member, 

Compensation Committee 

Boston School Committee, Member; 

Chair, Finance Committee 

As a managing director, Bob works closely with firm leaders on issues of strategy, 

marketing, and business development. Bob also works directly with Sasaki’s 

clients on overall strategy, project management, and project financing. 

Bob’s acumen for creative problem-solving and diverse professional background 

renders him a unique asset to the firm and Sasaki clients alike. He enjoys building 

strong and productive relationships with academic, corporate, and urban clients. 

Bob is the former president and CEO of the Massachusetts Development Finance 

Agency and also served as the Vice President for Finance and Administration at 

Yale University, the Executive Vice President/CFO for the Cabot Corporation, the 

Senior Vice President and Treasurer of Northeastern University, and a consulting 

partner at Coopers & Lybrand dealing primarily with higher education and 

healthcare clients. 

EXPERIENCE 

MASSDEVELOPMENT; Boston, Massachusetts, 2004-2011 

President and Chief Executive Officer 

Responsible for managing 180-person, $100-million state finance and development authority 

leveraging investment of more than $1.7 billion annually in private and public funds 

to promote economic development, stimulate job creation, and increase housing supply 

throughout Massachusetts. 

Key management achievements: 

Coached and guided skill-based project teams; Managed eight member Executive Team, 

Restructured agency debt; Quintupled investment income; Improved internal accounting 

systems and controls; Worked with multi-disciplinary Board of Directors to set lending and 

financing priorities and agency-wide strategic planning framework; Worked with legislature 

and mayors to assess, formulate solutions and address regional and municipal economic 

development needs. 

Major team accomplishments; 

• Restructured/refocused product lines to target high impact communities and economic 

sectors statewide; In fiscal years 2005 through 2010, value of agency- arranged 

financing and agency-managed projects exceeded $1.7 billion annually. 

• Implemented agency-wide evalutationof financial and information systems and comprehensive 

improvements to achieve compliance with Sarbanes-Oxley and upgrade S&P 

credit rating. 

• Redeveloped and managed Devens, a 4,400-acre former U.S. Army base, into the 

premier economic development site in the Commonwealth with more than 85 businesses 

employing 3,000 people and producing an annual payroll of nearly $220 million; 

Won site competition for $750 million Bristol-Myers Squibb bio manufacturing plant in 

Massachusetts against competition from Ireland, Singapore, and various U.S. locations. 

New England Conservatory of Music, 

Trustee

Robert Culver l Principal, Managing Director 

Wheelock College, Board Member; 

Member, Physical Facilities Committee 

Financial Executive Institute, Boston Chapter, 

Director 

PUBLICATIONS 

“Devens Delivers Development Model,” Banker 

& Tradesman, December 27, 2010 

“Saving Our State Farms,” Berkshire Eagle, 

May 11, 2010 

“Home Green Home,” The Boston Globe, 

September 10, 2009 

“Worcester set to be a driver of 

Massachusetts economy,” Telegram & 

Gazette, Op-Ed, February 12, 2007 

“Devens ready for leap of faith,” The Boston 

Globe, Op-Ed, October 15, 2006 

“A community springs out of Fort Devens,” The 

Boston Globe, Op-Ed, May 9, 2006 

“How to build a strong economic future and 

support local towns,” The Lowell Sun, Op-Ed, 

April 1, 2006 

“Opportunities abound in Bay State’s export 

sector,” Mass High Tech, Op-Ed, July 18, 2005 

“Look west, young entrepreneurs,” Mass High 

Tech, Op-Ed, September 13, 2004 

• Completed rehabilitation, new construction, contractor negotiations, and rent up of 

21-story commercial/office tower and 75-unit condominium complex and park at 100 

Cambridge Street, Boston, replacing an asbestos-laden former state office building; 

Project recognized nationally by the Urban Land Institute in FY 2007. 

• Created new municipal consulting practice to provide planning and economic development 

services for Massachusetts cities and towns that have limited staff resources and 

challenging industrial or downtown sites, like Lawrence, Springfield, and New Bedford. 

• Testified before U.S. Congressional Committee on Ways and Means concerning economic 

stimulus bill provisions 

• Collaborated with Board of Directors and state legislature to successfully implement 

agency-wide merger with Massachusetts Health and Education Facilities Authority, saving 

$2 million annually. 

• Secured and administered $160 million in new state and federal funds to improve 

energy efficiency, remediate and prepare brownfields for development, maximize federal 

tax credits to spur development in planning and financing to promote smart growth 

and green communities statewide. 

YALE UNIVERSITY; New Haven, Connecticut, 2001-2003 

Vice President for Finance & Administration 

Responsible for the University’s financial services, facilities management, construction, 

human resources management, auxiliary support activities, student administrative and 

financial services, internal audit, and information technology. 

Major accomplishments: 

• Oversaw construction management of new facilities and infrastructure on campus 

• Worked with Board and Administration to determine the proper capital replacement 

charge to be assumed by the university to assure a well maintained and properly 

financial 

physical campus. 

• Initiated first shared service center to consolidate similar departmental functions 

and achieve cost savings; Implemented Oracle Enterprise Wide reporting and control 

system 

• Undertook development and implementation of an organizational metrics and measurement 

system to measure administrative objectives and outcomes quantitatively 

and 

programmatically 

• Assumed lead responsibility in labor negotiations involving maintenance and food 

service employees 

• Established new management reporting system 

• Developed pilot program for residential colleges designed to bring local quality, organic 

food to the college dining halls while supporting regional agriculture, new methods 

of recycling, and campus organic gardening

Robert Culver l Principal, Managing Director 

CABOT CORPORATION; Boston, Massachusetts, 1997-2001 

Executive Vice President and Chief Financial Officer 

Responsible for international, enterprise-wide financial and systems activity including treasury 

services, taxes, corporate controller, regional CFO’s, investor relations, corporate planning, 

internal audit, and real estate. 

Main responsibilities/accomplishments: 

• Developed and implemented integrated enterprise-wide finance, human resources, 

logistics, and manufacturing suite of applications 

• Participated on internal boards to assess and evaluate the progress of tantalum, 

microelectronics materials, cesium formate, plastics, and tire businesses 

• Participated directly in spinning out the chemical, mechanical planarization division 

(CCMP/NASDQ) and sale of the liquefied natural gas (LNG) business to a Belgian firm 

• Planned for strategy to successfully sustain global operations in a Y2K event 

• Substantially reduced debt and administrative costs 

NORTHEASTERN UNIVERSITY; Boston, Massachusetts, 1990-1997 

Senior Vice President and Treasurer 

Responsible for all financial services, capital projects, plant maintenance, business affairs, 

and auxiliary services, along with human resources management, student health services, 

athletics, and information systems including academic, administrative, and financial computing 

systems. 

Major accomplishments: 

• Assumed major responsibility (in concert with the President and Provost) for reducing 

the size of the student body by 30 percent, down-sizing the University’s operating budget, 

and restructuring its debt structure and capital program 

• Oversaw capital construction budget for new science/engineering building, classroom 

facility, business school renovation, and residence hall construction 

• Implemented campus-wide infrastructure and landscaping initiative 

• Restructured university health center and athletics department 

• Increased yield on endowment 

• Directed comprehensive external review of Boston Public Schools for Mayor’s Office; 

Review resulted in $20 million in cost reductions 

COOPERS & LYBRAND, MANAGEMENT CONSULTING SERVICES; 

Boston, Massachusetts, 1979-1990 

Partner-In-Charge: Health Care Consulting Practice for New England (1986-1990) 

Responsible for all hospital, nursing home, physician, managed care, and insurance-based 

clients providing health care services to the region; Responsibilities included strategic planning, 

financial management, systems development, and operations improvement within the 

health care field. 

Senior Manager/Consultant (1979-1986) 

Provided consulting services in the areas of finance and management accounting, operations 

improvement, planning, and systems management in a variety of educational, health 

care, housing, and other significant not-for-profit agencies and organizations; Consulted to 

financial services, high technology, engineering, and construction companies.

Jon Trementozzi l 

Director of Land Use Economics 

EDUCATION 

Georgia Institute of Technology, Master 

of City and Regional Planning with 

Specialization in Real Estate Development 

Williams College, Bachelor of Arts, 

Cum Laude 

PROFESSIONAL AFFILIATIONS 

Member, Urban Land Institute 

Member, NAIOP Commercial Real Estate 

Development Association 

PRESENTATIONS 

“Atlanta Market Snapshot and Long-Term 

Demographic Trends” Finance, Banking, & 

Investments Group; Kettering Executive 

Network, November 2010 

“The Atlanta Office Market Outlook” Georgia 

Regional Transportation Authority, Land 

Development Committee, September 2009, 

with Sarah Kirsch of RCLCO 

“Economic and Demographic Trends 

in Downtown Atlanta,” Central Atlanta 

Progress, Breakfast Series, Spring 2009 

“The Impact of Generation Y” Urban Land 

Institute Atlanta, March 2009, with Sarah 

Kirsch of RCLCO 

Jon comes to Sasaki from Robert Charles Lesser and Company (RCLCO), a nationally 

recognized real estate advisory firm, where he was a Vice President in the 

Atlanta office. During his tenure at RCLCO, Jon led project teams on over seventy 

engagements for a diverse set of clients ranging from private equity firms, real 

estate investment trusts, and developers, to universities, quasi-governmental 

agencies and municipalities. Jon brings a skill set in land use economics that 

includes market analysis, financial feasibility, fiscal/economic impact analysis, 

acquisitions/dispositions strategy, and development optimization. Extensive 

experience in statistical demand modeling across the spectrum of land uses and 

familiarity with a wide range of geographic markets provide the foundation for Jon’s 

broad-based real estate advisory expertise. 

Jon’s role at Sasaki is to define the economic parameters for a range of planning 

and urban design efforts to ensure that the resulting plans, whether at the 

site, district, or regional level, are informed by market realities. Jon believes that 

a comprehensive understanding of market dynamics provides the foundation for 

the successful implementation of a master plan. Operating in the context of deep 

knowledge of the economic forces at play, allows Sasaki’s clients to engage in 

informed place making and to create lasting places that will shape positive experiences 

for end-users and drive value for investors and stakeholders. 

Jon received his Master of City and Regional Planning from the Georgia Institute 

of Technology with a specialization in Land Development. Additionally, he holds a 

B.A. from Williams College and is an active member of the Urban Land Institute. 

SELECTED SASAKI PROJECTS 

Alachua Master Plan; Market advisory services (ongoing), Plum Creek; Gainesville, Florida 

Chicago Riverwalk Plan; Economic and fiscal benefits analysis; Chicago Department of 

Transportation; Chicago, Illinois 

Columbus State University Housing Assessment; Market and financial analysis; 

Columbus, Georgia 

Grand Park Master Plan, Market outlook and supportable development program by land use; 

City of Frisco, Texas 

Johns Hopkins University Student and Residential Life Plan; Retail demand analysis; 

Baltimore, Maryland 

Las Colinas Urban Center Master Plan; Market outlook and supportable development program 

by land use; Las Colinas Association & City of Irving, Texas 

Market Framework for a Couverdon Master Planned Community; Market advisory services; 

Ladysmith, British Columbia 

Oregon University System 40-40-20 Capital Planning Tool; Decision Analytics; Oregon 

Regis College Master Plan; Market and financial Analysis; Weston, Massachusetts 

Salem Harbor Power Station Site Assessment, Market advisory services; 

Salem, Massachusetts

Jon Trementozzi l Director of Land Use Economics 

Worcester Site Services and Facilities Plan; Department of Capital Asset Management; 

Market advisory services; Worcester, Massachusetts 

PREVIOUS EXPERIENCE 

American Nevada Communities, Market analysis for the Seven Oaks Master-Planned 

Community; Houston, Texas 

Associated Estates REIT Portfolio Strategy; National apartment market strategy; Primary 

and Secondary Metropolitan Markets 

Atlanta Development Authority, Perry-Bolton and Westside Tax Allocation Districts; 

Metropolitan area, urban district, and site specific market analyses; Atlanta, Georgia 

BB&T; Disposition strategy; Atlanta, Georgia 

Brevard Street Vision Plan; Market advisory; Charlotte, North Carolina 

Camden Master Plan, Market outlook and supportable development program by land use, 

Camden, South Carolina 

The Carlyle Group; Acquisition analysis for apartment assets; Atlanta, Georgia 

Central Atlanta Progress, Retail market strategy for downtown; Atlanta, Georgia 

East Edisto Master Plan, Market segmentation and phasing analysis; 

Charleston, South Carolina 

First Washington Realty; Shopping center acquisition analysis; National metropolitan markets 

Gables Residential Emory Point, Retail and residential market analysis; Atlanta, Georgia 

Hunt Companies, Military housing analysis; Base locations throughout Texas 

Huntsville Annexation Master Plan, Fiscal and economic impact analysis; 

Huntsville, Alabama 

Imagine Downtown Plan, Market and demographic analysis; Atlanta, Georgia 

Independence Corridor Development Plan; Market analysis; Charlotte, North Carolina 

Juno Properties; Residential market analysis for a Ritz-Carlton branded community; 

Sugarland, Texas 

North Fulton Community Improvement District; Fiscal and economic impact analysis for 

community college expansion; Alpharetta, Georgia 

Novare Group, Market analysis, High-rise condominium projects through the Southeast 

Perimeter Center Improvement Districts; Market, fiscal, and economic impact analysis; 

Atlanta, Georgia 

University of Minnesota, Research and Education (UMORE) Park, Financial pro forma analysis 

and partnering strategies; Rosemont, Minnesota 

Vail Resorts Development Company; Market advisory for Ever Vail; Vail, Colorado 

Waco 2050 Plan, Market outlook and supportable development program by land use; 

Waco, Texas 

The Woodlands Development Company; Market advisory for branded hotel residences; 

Woodlands, Texas 

The Woodlands Development Company; Market advisory for redevelopment of the 

Woodlands Resort and Conference Center; Woodlands Texas 

Yampa Valley Housing Authority, Affordable housing market study; Steamboat Springs, Colorado 

York Capital Management; Acquisition analysis; Target sites in Mid-Atlantic and Southeast Regions

Our reputation has been carefully earned as resourceful advocates in challenging environments, 

providing independent counsel, and confidential development advice. 

Halcyon’s typical Clients include a wide range of entities with varied goals, timeframes, and financial 

objectives, including: 

• Developers / Owners 

• Financial Institutions 

• Pension Funds & Advisors 

• Corporations 

• City / Government Agencies 

• Architects / Planners 

We seek to create competitive advantage and add value with strategic development options, 

identifying compelling mixed‐use concepts, and by repositioning underperforming assets.

New Haven, Connecticut, CBD Revitalization Strategy 

The Town Green Special Services District and the 

New Haven Foundation requested a CBD Retail 

Strategy to define a site-specific revitalizing plan 

for New Haven. The cornerstone effort is the 

turnaround of an existing troubled CBD center-city 

mall at the 100% location --turned inside out 

through dramatic architectural intervention and deft 

merchandising ---converted into two-level Urban 

Entertainment Center , street –facing Specialty 

Retail, and a Conference Center facility for adjacent 

Yale University and Hospital. 

Concepts include catalytic re-use of historic 

buildings and several Ninth Square land parcels for 

a New England Market Hall as a part of the Food 

Network, a Crafts Bazaar and Regional Antiques 

Hall, and Retail along Crown and Chapel Streets 

oriented to Urban Lifestyle . Drawing on identified 

market support from the CBD Workforce, Yale, the 

Hospital and regional visitors, the Strategic Plan 

creates a unique “necklace” of compelling pedestrian experiences and sustainable uses in a 

street-friendly environment that will offer unique Cultural and Retail attractions to sustain New 

Haven. 

(For Ernst & Young)

Chattanooga CBD Revitalization, Chattanooga, Tennessee 

River Valley Partners (RVP), Chattanooga’s 

Downtown Development Corporation, retained 

consultants create a Strategic Retail Plan to solidify 

and strengthen the Chattanooga CBD. Facing 

powerful suburban Retail competition and a rapidly 

changing corporate structure, this plan alters 

Downtown Chattanooga’s dependence solely on its 

Regional Cultural/Educational assets. With 

assistance from RVP and the Chattanooga Design 

Center, a Urban Concept Plan identified each CBD 

Parcel and intended re-use options to establish 

uniquely compelling program uses which further 

strengthen the Regional Tourist/Visitor market, and 

induce new levels of support from the partially 

untapped CBD workforce and selected regional/visitor populations. Principal focus was on the 

re-use of a significant, under-utilized building into an Urban Entertainment Center, along with 

alternative re-use for site-specific parcels/buildings as urban-oriented “Big Box” retailing. 

Live/Work Lofts and High Density Residential uses that support a vibrant, urban environment 

were located . We further assisted RVP by establishing a marketing and outreach program that 

including a developer solicitation process and a Plan Review session at the ULI’s annual 

meeting. 

(for Ernst & Young)

Garland Strategic Plan, Texas 

Halcyon created a Strategic Plan for Garland Texas, 

a first tier Dallas suburb facing significant 

demographic changes, retail vacancy and 

manufacturing obsolescence. 

Tasks included an Economic Business Plan for 

identifying Strategic Industries, supporting existing 

Industry Clusters, and drafting Vision Plans for 

selected Investment Zones to transforming vacant 

sites with up-zoning to new higher-density Live- 

Work-Learn Districts. 

Sizeable Tax Increments produced would facilitate 

the distribution of Civic amenities with a deliberate 

focus on magnet schools for Science & Math, 

Environmental Sciences and Digital Media Arts. 

We also drafted enhanced Public Relations and 

Industry Outreach Strategies. 

(With JHP Architects)

Coney Island Revitalization Strategy, Brooklyn, NY 

For the NYC Economic Development Corporation, 

Halcyon assembled a multi-professional Team and 

created Alternative Scenarios for revitalizing Coney 

Island. Fundamental concerns were to preserve and 

enhance the Amusement Theme—while 

recognizing that large scale Theme Parks with 

multiple attractions and performance venues have 

now eroded the original purpose of Coney Island as 

New York City’s Playground in the early 1900’s. 

Development scenarios concentrated on waterfront 

value created by the Coney Boardwalk and the rebranding 

of Surf Ave to the north with high density 

residential and retail. Concepts included 255,000sf 

of Extreme Sports as a new form of amusement and 

associated 350,000 sf complex of Sports +Urban 

lifestyle focused Fashion / Food and Crafts areas. A 

large concentration of 4500 Residential units was 

also proposed with an underlying rationale to 

stabilize the onsite year-around population for enhanced security while providing customer 

density for 350,000 sf of Community / Street Retail of Food/Home Decor. 

(Halcyon + Streetworks)

Southeast Federal Center Waterfront Plan, Washington DC 

As Advisor to Ernst & Young and 

GSA, created Open Space / 

Infrastructure parameters, 

Parcelization strategy, and preferred 

Land Uses to privatize this key 50+ 

acre waterfront parcel. 

Decision support for GSA included 

RFP / RFQ approach and Residual 

Land Value pro forma modeling with 

assumed operating costs and rental 

revenues, with resulting discounted 

cash flows and residual sale values 

capitalized. 

Scenarios displayed various uses and 

densities, including over 2.5 million 

sf of commercial Office / Retail and 

2200 new units of Residential Site 

Concepts / Phasing alternatives led to 

issuance of RFQ and selection of 

finalists. Continuing role in Financial 

Offer Evaluations and Site Plan / 

Technical and Design Reviews. 

(Shalom Baranes, Architect)

City Hall Plaza Revitalization, Boston, Massachusetts 

For GSA’s New England Division prepared a series 

of Development Scenarios for the agency’s use in 

responding to Civic/Private efforts underway for 

the Revitalization of Boston’s City Hall Plaza. 

Languishing for years, City Hall Plaza has become 

an enormous, wind-swept, under-utilized space. 

GSA, also considering the obsolescence and 

underutilization of their property, was considering 

alternative use and disposition strategies. 

Development Scenarios ranged from minor 

alterations of existing GSA buildings (adding a 

“City Room” featuring corporate sponsored 

interactive kiosks, a Museum of Museums, historical celebrations, expanded live 

performance/event facilities, etc.) to redevelopment of a GSA-sponsored or Joint Venture Hi- 

Rise Office and new Retail to re-energize one of Boston’s greatest public spaces. 

(For Ernst & Young Boston) (Koetter/Kim Planners)

Yonkers Getty Square, New York, New York 

CBD Revitalization Yonkers NY 

For the City of Yonkers we prepared Retail + 

Mixed Use Development Scenarios for 

underutilized City-owned parcel; Scenarios 

included a range of Densities and Retail projects, 

with identified Market Support from selected areas 

and CBD Workforce to cover expenditures required 

at levels appropriate to private Developer criteria. 

Quick access to Manhattan and the proximity of 

Yonkers Waterfront development were key 

redevelopment factors. 

Scenarios included low intervention Row House 

Residential to Grocery-Anchored Retail to Mixed – 

Use Entertainment Retail , Office and Apartments. 

The Commons at Getty Square was the final 

scenario---featuring high-density 800,000sf Back 

Office, 250 Live/Work Loft Units and 50,000sf of 

community based Specialty Retail, with an Ethnic 

Market Hall as a centerpiece, facing Main Street 

and Getty Square. 

(With Ernst & Young)

Biotech Campus Strategic Plan, Capitol Hill East, Washington DC 

With E&Y worked for the DC Office of Planning to 

prepare a Development Concept, Business Plan and 

Cost Benefit analysis for a new Biotech Campus 

and Mixed-Use Neighborhood on the site of the 

former DC General Hospital. 

Originally conceived as an Office development, our 

new concept defining a Strategic Option to focus on 

Biotech and reconfigure the Master plan to provide 

Flex Office Lab space along with a Campus 

character to include a new DC Forensics Lab and 

Conference Center. Substantial demolition and site 

infrastructure cost required corresponding real 

estate strategy to recover these expenditures. 

Explorations on the re-use of an existing Power 

Plant for redundant /secure power generation and 

the addition of substantial new high density Residential proved to be marketing advantages. 

Now positioned as a Strategic Development with a chance to capture Biotechnology within the 

District, Capitol Hill East will also benefit from the Anacostia Riverfront Recapture Initiative. 

(EEK Planners)

East Side Access Project NYC 

New LIRR Concourse at Grand Central Terminal 

For the MTA /LIRR-sponsored Consortium 

building the deep tunnel for long Island Railway 

access deep under Park Ave to Grand Central 

Station, Halcyon served as Advisors for the new 

Concourse Retail and Foodservice Layout and 

Merchandise Mix. 

We assisted the Consortium in redesigning the 

Concourse to feature Foodservice Clusters at the 

dramatic Escalator entries and identified a mix of 

Mini-Anchors and complementary Specialty Retail 

as amenities to both LIRR/MTA Ridership and 

Midtown Manhattan workforce and visitors. 

We also identified a site adjacent the concourse 

where a Zoning Bonus for providing a new Transit 

Portal could be the driver for Development. 

(With ESA Consortium)

References: 

Garland Strategic Plan, Texas 

Christine Maguire, AICP 

Planning & Community Development Department 

City of Garland, Texas 

P.O. Box 469002 

Garland, TX 75046-9002 

T: 972-205-2462 

East Side Access Project NYC, 

New LIRR Concourse at Grand Central Terminal 

Doug Tilden 

Project Executive 

T: 212-967-0218 

Overall Firm Reference 

Fred Clarke 

Principal, Pelli Clarke Pelli 

203-777-2515

Michael Buckley 

President, Halcyon Ltd Development Advisors 

Director, UTA Center for Metropolitan Density & Cert Program in Turnaround Strategies 

Halcyon has consulting expertise in Strategic Planning, Mixed-Use, Asset Repositioning, 

Turnaround Strategies and destination Retail Concepts. As President of Halcyon, Buckley has 

advised on under-utilized sites such as Washington’s Navy Yard for GSA, IMC Mixed-Use 

Center in Qingdao China, and revitalization of NYC’s Coney Island for NYC’s EDC. 

Halcyon created disposition strategies for major corporations, Mead, AT&T, PPG, and Pitney 

Bowes, and for international institutions KLM, Hexalon and Phillips Pension Funds, and 

completed a Strategic Organizational Study with a focus on China. Buckley is a former Partner 

for Real Estate Consulting with Ernst & Young, where he he led portfolio disposition reviews 

for Zurich Re on Sterling Forest, and for private investors on Travelers, and Kentucky Central 

Life. 

Halcyon serves as Development Advisors for NYC’s East Side Access/ Grand Central project, 

for a new Bio-Science City in San Juan Puerto Rico, and San Francisco’s Transbay Center, the 

receiver site for the new LA-SF Fast Train. For urban district revitalization, Buckley formed a 

team responsible for the Lower Manhattan Redevelopment Corp’s Fulton St. Corridor Study. 

Urban Revitalization engagements included Visioning Plans for New Haven Connecticut, 

Garland Texas, Louisville Kentucky, Chattanooga Tennessee, and San Juan El Triangulo 

Dorado Harbor Plan. Mixed-Use assignments have featured revitalization of Crystal City, 

Arlington VA, and the repositioning of Cameron Village, Raleigh NC. Historic Mixed-Use 

efforts have included Hartford’s Union Station, and reuse of a Spanish colonial hospital in 

Santurce. 

Former Urban Land Institute Trustee, Urban Mixed-Use Council Chair, and ULI Program 

Committee Chair, Buckley is now a Research Committee member of the Real Estate 

Roundtable, the CRE Finance Council, and Pension Real Estate Assoc Affinity Group leader. 

Currently Board Member of Interlink Group, and former Association of Foreign Investors in 

Real Estate Executive Committee, Buckley was Director, Columbia’s MSRED Graduate 

Program from 1999-2009, where he also headed Columbia’s Center for High Density 

Development and directed the CHDD Global Development Incentives Study. Now Clinical 

Professor at University of Texas at Arlington, he is responsible for the new Center for 

Metropolitan Density and the Certificate Program in Asset Repositioning and Turnaround 

Strategies. Buckley also serves on the Dallas AIA Executive Committee, and on the Texas 

Sustainability Council Advisory Board.

Buckley is a frequent speaker on Asset Repositioning and Urban Development trends at industry 

conferences such as ICSC Executive Retreat, North Texas Leadership Council, NAREIM, ULI, 

AFIRE, United Nations FIABCI Conference, MIPIM International in France, Private Equity 

GRI in NYC, and BOMA NYC and New Zealand. Buckley holds BA and BSc Rice University, 

and Masters Advanced Studies from MIT. Former President, Connecticut Society of Architects, 

and author of numerous urban revitalization articles, Buckley holds designation as Fellow 

American Institute of Architects, and Fellow Royal Institute of Chartered Surveyors.

Charles Shorter 

Senior Advisor 

Charles Shorter is a Senior Advisor Halycon Ltd. Charlie has over 30 years of real estate 

experience in market and financial feasibility, structuring public/private development 

partnerships, creating strategic approaches to large scale mixed used projects and advising in 

negotiations with developers. He has special expertise in .urban revitalization and waterfront 

development projects, with emphasis on implementation strategies 

His clients include the New York City Economic Development Corporation, The Apollo Theater 

Foundation, The Lower Manhattan Development Corporation, the Port Authority of New York 

and New Jersey, The New York State Economic Development Corporation, LCOR., The Mills 

Corporation, The U.S. General Services Administration, The District of Columbia Economic 

Development Department, Columbia University, the National Law Enforcement Museum, and 

the Coney Island Development Corporation. 

Some examples of previous experience with Entertainment, Cultural and Hospitality related 

clients include: 

 

 

 

 

The Lower Manhattan Development Corporation: Reviewed and critiqued the Business 

Plans for purposes of financing “river to river” retail redevelopment and the 

cultural/entertainment projects proposed for the World Trade Center site. 

The U.S. General Service Administration/Southeast Federal Center : Led team to 

develop, issue, and evaluate respondents to an RFP for the development of a 5.2 million 

square foot, mixed use project to be built on a 44-acre, government-owned site along the 

Anacostia River in Washington, DC. Was responsible for market and financial analysis, 

economic impact studies, and overall strategic development process for the project, 

which is underway. 

National Law Enforcement Museum: Developed required market and financial analysis 

of the proposed museum in Washington, DC including exhibit space, meeting space, and 

food service facilities. 

Coney Island Development Corporation: led team of architects, planners and market 

analysis specialists to develop a Strategic Development Plan for overall redevelopment 

of Coney Island area, including retail, residential and cultural/entertainment facilities.

New York City Economic Development Corporation: Market analysis for waterfront 

and retail development along the Hudson River in central Harlem for Columbia 

University campus expansion. 

Erie Canal Revitalization Plan ; Part of urban design-led team for a Canal-wide 

revitalization plan to be implemented by the Canal Way Corporation 

North Avenue, New Rochelle, NY: Led Team for analysis of retail and resdential 

development opportunities for the North Avenue Corridor in downtown New Rochelle, 

including a Strategic Implementation Plan. 

General Motors Site, North Tarrytown, NY: Led team for analysis iof potential reuse of 

the abandoned GM site n the waterfront in Tarrytown, NY 

New 42nd Street Corporation: Served for 20 years as a board member of the New 42nd 

Street Corp, charged with the redevelopment of 42nd Street from Times Square to 8th 

Avenue, including for-profit and non-profit uses. Assisted in the strategic planning and 

implementation of the current development. 

Mr. Shorter was previously an Executive Director of the Public/Private Development Practice of 

Ernst & Young, LLP. He was responsible for marketing and managing the public/private real 

estate consulting practice in the Northeast and provided real estate development consulting 

services to public entities and private clients including developers, corporations, businesses, 

institutions, and government entities on all types of real estate. He developed a specialty in 

strategic planning for infrastructure development and Public Private Partnerships. 

Additional experience includes positions a Principal at Arthur Anderson LLP and executive Vice 

President for Real Estate Research Corporation 

Mr. Shorter has a B.A. from Princeton University, and a Master’s Degree from Columbia 

University, where he is currently an Adjunct Associate Professor of Market Analysis in the 

Masters in Science in Real Estate Development in the Graduate School of Architecture Planning 

and Preservation. He is a member of the Board for the Studio Museum in Harlem and the New 

42nd Street Development Corporation, as well as a member of the Board of Trustees of the City 

University of New York. 

Mr. Shorter has published numerous articles on economic development and project financing, 

particularly for cultural facility development. He has given presentations and seminars for the 

American Planning Association, International Downtown Development Association, 

International Economic Development Council, Baruch University, ULI and other professional 

organizations. He is currently Vice Chair/Programs for the ULI Public Development 

Infrastructure Council.

About Next Street 

Next Street provides advisory services and access to financing to some of the most dynamic companies 

and projects in America’s most complex markets. With offices in both New York and Boston, our team of 

over 50 professionals brings together a unique and compelling mix of experience, a track record of impact, and 

a commitment to economic and community development. Next Street’s platform offers customized services 

that draw upon resources from four advisory practices, including: capital, business strategy, organizational 

development, and marketing / advertising. 

> Our Capital practice secures capital for, and provides capital advisory services to, underserved, 

urban redevelopment projects, small businesses, nonprofits and economic development 

initiatives. As a firm, we maintain a strong focus and commitment to the redevelopment efforts 

of the urban market, by bringing much needed capital to these areas. We are a certified 

Community Development Financial Institution (CDFI) and directly manage pools of capital and secure 

capital from sources that are targeted for urban redevelopment projects throughout the 

Northeast and US. In particular, we specialize in the ability to secure combinations of private, 

public, tax-oriented, and charitable sources of capital for economic development and urban 

redevelopment projects, particularly those that revitalize and develop low- and moderateincome 

communities. 

> Our Strategy practice group has trained at large firms, such as McKinsey and Monitor, and works 

closely with clients in all sectors and industries to identify new opportunities for growth and 

economic impact. 

> Our Talent practice is focused on organizational and leadership development as well as 

customized workforce development and capacity building programs for companies, anchor 

institutions and municipalities. The Talent team members come from many of the best largescale 

talent management organizations, such as Towers Perrin and Watson Wyatt. 

> Next Street also houses a full service marketing Agency, drawing talent from the premier 

advertising firms like Ogilvy & Mather and FCB Worldwide that gives our firm the ability to tell a 

compelling narrative that is relevant to our clients’ various audiences. 

Next Street’s mission is to bring economic activity and wealth creation to our nation’s urban core. We 

believe that this can be achieved through a holistic approach that engages private sector and “anchor” 

institutions, local government, community groups and citizens, and the local small business community. 

Next Street was recently selected as one of the top 25 private, for-profit social enterprises by Bloomberg 

Businessweek and was named by BLab as one the highest scoring B-Corporations with respect to overall 

community impact. 

1

Economic Development in the Urban Core 

Next Street’s mission is to bring economic activity and wealth creation to our nation’s urban core. We 

operate at the intersection of government and quasi-public agencies, the private sector, nonprofits and 

small businesses, and with the goal of creating wealth, mobility and jobs in low-income communities. 

Funding & Financing Strategies 

Next Street develops customized, flexible and affordable financing solutions that combine public and 

private capital sources. We specialize in bringing financing solutions for businesses and projects that 

combine multiple sources of capital, depending on the size and need of each oportunity. We work 

directly with institutional lenders and investors, private equity and debt providers, community and social 

based capital providers, government funding programs, and corporate / civic capital providers. The 

Next Street team has a combined $2.5 billion track record of financing and capital experience for urban 

redevelopment and community revitalization projects and, over the past three years, has directly 

secured over $560 million in debt, equity, and grant funding on behalf of clients, companies and projects 

throughout the US. 

When participating in urban redevelopment projects, Next Street's approach and experience allows us 

to take redevelopment plans and secure / raise the appropriate type and amount of capital in order to 

encourage long term economic growth in urban markets. Project types that we have financed include: 

new business development and expansion, development of new commercial, residential and mixed-use 

real estate projects, development of community facilities such as educational facilities, health services, 

job training and incubator programs, all with the goal of achieving long-term economic growth and 

revitalization of urban areas. We begin by taking redevelopment objectives and strategies that are 

identified by our clients and then work with the necessary parties to lead targeted capital and financing 

activities that allow new capital to be secured for real estate projects. These projects allow for the 

attraction and expansion of business, creating local jobs and financing activities that attract new goods 

and services (food, healthcare, education, services) that meet the needs of local residents. Often, this 

involves evaluating, identifying, and proactively addressing the financial needs, financing gaps, and 

considerations relevant to commercial district planning and urban economic development projects. 

Some examples of Next Street’s transactions have included: 

> $45 million secured in financing to build a new green mixed-use affordable and mixed-income 

housing, retail and community facility in Philadelphia that was a transformational joint venture 

between a for-profit company and a non-profit, resulting in the development of over 120 units 

of housing, 30,000 square feet of retail and community facility space in a low-income 

neighborhood of the city. The capital secured came from private investors, lenders, taxoriented 

investors, grants, below market debt, charitable funds, and public funds. 

> $35 million of capital secured for the expansion of a new phase for a business campus park in 

Lawrence, Massachusetts, that will attract dozens of new business tenants from the local 

market. Private investment, institutional debt capital, and new market tax credits were some of 

the sources of funding that were secured. 

2

$45 million of capital secured to launch a new green mixed-use development with retail and 

charter school in Brooklyn, NY. This project was a partnership between a real estate 

developer, local charter school operator, and leading regional retailer. 

> $10 million of capital secured to launch a new community retail facility in the Bronx, NY, which 

is home to a job training facility and two healthcare nonprofit organizations. Financing for this 

project included a senior loan from a community bank, along with NMTCs. 

> $4 million of capital secured for the expansion of two new business sites that offer training, 

classes and coworking space for emerging entrepreneurs in New York and Philadelphia. 

Next Street’s focus is on financing projects that meet the needs of the local community. The funding and 

financing strategies often supplement broader community initiatives that meet the needs of local 

businesses, anchor institutions, and community residents. 

Developing a Vibrant Small Business Community 

Next Street’s advisory “core” is focused on developing small businesses, from strategic planning to 

talent management, from marketing to capital and real estate. Next Street has also hosted numerous 

capacity building and technical assistance programs focused on developing and growing local companies. 

Often, these programs have been run in conjunction with a sponsor or “anchor” institutions such as a 

foundation, economic development agency, a government agency, or a large corporation. We have 

partnered with the NYC Economic Development Corporation, New York City Business Solutions, the 

City of New Haven, the Commonwealth of Massachusetts Operational Services Division, and the 

Boston Redevelopment Authority, to name a few. Through these programs Next Street has established 

a strong track record for effectively delivering value and skill building to businesses across a broad range 

of size profiles, from less than $1 million to over $25 million. 

Customized Workforce Development Programs 

We believe that there are two sides to workforce development. On one hand, New York’s lowerincome 

neighborhoods are home to large numbers of low-to-medium skilled employees that are 

struggling to advance in their careers and create real income mobility for their families. There is a need 

to understand what capabilities these employees currently have, what they need in order to be 

successful in advancing their careers and what can be done to get them there. On the other hand, there 

also exists a need to work with local companies and institutions like universities and hospitals to help 

them identify opportunities for employee advancement and the resources and skills training needed to 

execute upon those opportunities effectively. 

Next Street has collaborated with a number of businesses to help develop and implement professional 

development and customized training programs for their employees. In addition, we have designed and 

implemented employee training and development programs on behalf of small businesses that were funded by 

the Department of Workforce Development of the Commonwealth of Massachusetts. 

Community Engagement Strategy & Communications 

Large-scale community impact initiatives require thoughtful communication and engagement strategies 

and involve multiple stakeholders, from government to business to individual citizens. Our experience 

working with these groups allows us to develop targeted communications strategies to inform, motivate 

3

and engage them in the process. We work with these groups to define key success metrics, identify 

channel partners, and developed customized messages for various audiences. Through our Agency 

practice, we manage press activities to build the community’s brand and create a customized 

implementation plan to deploy an integrated messaging strategy that raises awareness of development 

efforts, excites local businesses and tenants, and attracts new enterprise to the community. 

Anchor and Private Sector Partners 

Next Street works with private sector anchor institutions and corporations to advise them on directing 

a portion of their investment portfolio for tax credit (e.g., New Market Tax Credits) and other project 

financing opportunities that build the local economy. The company may also seek to direct foundation 

funds to support local economic development and initiatives, or it may leverage institutional investments 

in facilities and redevelopment to meet community needs. We also work to identify other investments 

that promote the overall economic health of the local community, through stimulating the growth of 

related businesses and institutions, community capacity building, and tailoring of core products or 

services to benefit the community. 

4

References 

New York City Economic Development Corporation 

Miquela Craytor, Director of Industrial Initiatives 

110 William Street 

New York, NY 10038 

(212) 312-4227 

mcraytor@nycedc.com 

Context: Worked with NYCEDC to help small industrial enterprises scale their organizations, 

understand cash flow and financial operating metrics, create sustainable growth plans and increase their 

access to procurement opportunities with the city of New York. 

City of New Haven, Office of Economic Development 

Kelly Murphy, Economic Development Administrator 

165 Church Street, 4R 

New Haven, CT 06510 

(203) 946-2391 

kmurphy@newhavenct.net 

Context: Assessment of procurement spend with local, minority and women-owned businesses. Advised 

on strategies to increase local spend in community and support small businesses. 

MacroSea 

David Belt, President 

161 6 th Avenue, 13 th Floor 


(212) 533-1200 

db@macro-sea.com 

Context: Next Street is working with MacroSea on Capital Structure and Strategic Plan for the 

company. 

5

Ron Walker 

President & Managing Partner 

Ron’s primary focus is on corporate finance, including debt and equity financing, investment strategy, 

investment management, and customer acquisition for Next Street. 

Ron has more than 17 years of experience in a wide variety of settings, including commercial and retail 

banking, as well as business development and stakeholder management in the Boston market and 

nationally. 

Before co-founding Next Street, Ron was Executive Vice President and Regional Executive of Retail 

Banking for Sovereign Bank in Greater Boston, managing 200 employees in the bank’s 38 Business 

Banking Centers in Greater Boston, Brookline, Cambridge and north of Boston. As a senior executive, 

Ron was responsible for the overall management, revenue generation, customer acquisition, marketing, 

deposit growth, and small business lending activities of the bank in the Greater Boston region. With 

more than $1 billion in commercial and retail core deposits and loans, his region was the bank’s largest 

in size and scope, and generated over $100 million dollars in organic core deposit growth annually. In 

addition, Ron was appointed by the bank’s President to chair the Sovereign Bank Massachusetts 

Advisory Board and lead the Business Banking initiative in Massachusetts to increase small business 

lending activities and commercial deposit generation there. 

Complementing his position as EVP for Retail Banking, Ron had portfolio oversight and senior credit 

authority for small businesses in the Greater Boston market. He was thus directly responsible for the 

identification, approval, oversight and portfolio management for small business deals that required 

executive-level input. In this role, he built his intimate knowledge of the market’s needs and 

opportunities. 

Before joining Sovereign in 2000, Ron held several senior executive roles in commercial and retail 

banking. From 1990 to 2000, at Fleet Financial Group, he was Senior Vice President, retail market 

manager and Senior Vice President of Northern New England’s Business Banking Group. 

Ron began his professional career as a senior marketing representative for Xerox Corporation, and as 

an academic specialist for IBM. He started his banking career in the commercial lending management 

program at the Bank of New England in 1988. 

Ron is very active in his community, including a range of civic and professional organizations. He serves 

as chair of the board of the Roxbury Comprehensive Health Center and as vice chair of the Crispus 

Attucks Children’s Center in Roxbury. 

Ron is a recipient of the Boston Chamber of Commerce’s Top Young Leaders Award, director Spike 

Lee’s “Mo‟ Better Award” for leadership, and the YMCA Black Achievers Award. In 2004, he completed 

the Harvard Business School Executive Program’s Finance for Senior Executives and is a graduate of 

Prairie View A&M University of Texas with a B.B.A. degree in marketing and finance. Ron has played 

competitive football at both the college and semi-professional levels. 

6

Jon Aram 

Founding Partner 

Head of Strategy & Talent Management Practices 

Jon is a Founding Partner of Next Street, a new and innovative merchant bank that provides growing 

companies in urban markets with the services and expertise that investment banks, Madison Avenue and 

the elite consultancies provide to Fortune 500 companies. Next Street changes what is possible for 

businesses and nonprofit organizations in America’s cities, delivering investment and expertise that 

transform organizations – and communities. 

His leadership and hands-on involvement with clients has helped Next Street grow a portfolio of 

companies that now generates $600 million in annual revenues and employs over 4,000 people. Next 

Street has been featured in The New York Times, Businessweek, Crain’s New York Business and Fox Business 

News. In 2011, Next Street was selected by Bloomberg Businessweek as one of "America's Top 25 Most 

Promising Social Entrepreneurs." 

Jon leads Next Street’s Strategy and Talent Management practices, and his unique connection with 

business owners comes from having sat on both sides of the table. After earning a B.A. in Economics 

from Yale, he took the fast track into management consulting at Marakon Associates and later at Galt & 

Company. He combines a rigorous analytical approach with hands on experience across a broad range 

of industries that include manufacturing, food, health care, retail and technology, among others. 

Jon’s unique track record combines rigorous business decision making with economic development. His 

experience ranges from Fortune 500 companies to start-ups and spans nearly every sector, including 

businesses, non-profits, foundations, and government. At Next Street, Jon has both designed and led 

capacity building training programs in New York, New Haven, CT and Massachusetts for over 150 small 

businesses. He currently oversees the strategic direction and administration of the Small Business 

Solutions Center of Lower Manhattan, NY. 

Joining Next Street gave Jon the opportunity to combine his passion for business with community 

impact, and pioneer a new national model for investment in America’s urban markets. His work at the 

intersection of enterprise and community makes him a sought-after speaker, and he is active in a host of 

civic organizations. 

7

Gloria Lee 

Partner 

Head of Capital Practice 

Gloria joined Next Street as a Partner and leads Next Street’s Capital practice. Next Street’s new and 

innovative merchant bank model provides growing companies in urban markets with the services and 

expertise that investment banks, Madison Avenue and the elite consultancies provide to Fortune 500 

companies. It is one of only a handful of for-profit certified Community Development Financial 

Institutions (CDFI). 

Considered to be one of the nation’s most experienced “double bottom line” investors, Gloria has 

completed more than $1.0 billion in “double bottom line” transactions, defined as those that have a 

financial and social return. Some of the recent transactions she has led have focused on areas in NYC 

that have been overlooked by traditional investors - neighborhoods such as Washington Heights, 

Brownsville, and Harlem. Gloria’s work has consistently focused on the intersection between finance 

and civic improvement. There may be no one with a more extensive network in the community 

development finance industry. 

Before joining Next Street, Gloria headed Pembrook Community Capital, a pioneer in financial solutions 

for underserved markets. She managed a $600 million investment portfolio within the community 

development finance practice at Citigroup and held a similar position at JP Morgan Chase. She maintains 

close relationships with the financial institutions, investor groups, community groups, foundations and 

government agencies that help Next Street clients get things done in a complex environment. 

Born in Seoul, Korea, Gloria grew up in Queens, New York, and attended the public school system 

from PS 46 to IS 74 and the Bronx High School of Science. She earned a bachelor’s degree from the 

University of Chicago and a Master’s degree in Public Administration from Columbia University. 

8

Background and Experience 

Founded in 1992, Arch Street Communications is a public relations firm based in Dutchess County, NY, delivering national 

public awareness and outreach programs for state and federal agencies. ASC has a proven, 20-year track record as an 

accomplished federal and state prime and subcontractor and a Women-Owned Small Business in Public Relations, 

developing strategic communication solutions and public outreach for agencies, including NYSDOT and the New York 

State Thruway Authority, among many others. 

ASC’s team consists of skilled public outreach practitioners who specialize in transportation, energy and the environment. 

Our work with DOTs in New York, New Jersey, Connecticut and Washington, DC, with Metropolitan Planning 

Organizations (MPOs), and with Federal agencies including FAA, FTA, FHWA, FMCSA and US EPA provides us with 

substantial insight into and a full working knowledge of the issues, requirements and regulations in any type of 

transportation process. 

Relevant Experience to Outreach 

Tappan Zee Bridge Experience 

ASC’s unique combination of public outreach acumen and media relations skills has often 

been tapped in the development and implementation of effective, strategic, public 

involvement programs throughout New York, New Jersey and Fairfield County. ASC was 

a pivotal member of the early strategic public involvement engagement team retained by 

the NYS Thruway Authority in advance of the onset of the Tappan Zee Bridge/I-287 

Corridor Environmental Review, a far reaching assessment of structural issues related to 

the Tappan Zee Bridge, and of mobility concerns in the congested I-287 

corridor in downstate New York. That early engagement work continued 

through the Alternatives Analysis phase of the project, with a comprehensive 

public outreach strategy that included everything from website development to 

strategic working groups to keep the process moving, and the public informed. 

Specific Capabilities 

A sampling of Arch Street’s capabilities includes: 

Public Outreach. ASC’s experience in public outreach for transportation 

planning in the study area equips our team with experience and insight into 

effective public outreach and positions us to deliver project benefits from the 

start. From the Tappan Zee Bridge Bridge/I-287 Environmental Review 

Alternatives Analysis project to the three-year outreach effort for the Interchange 8 Reconstruction Project in Westchester 

County and its current role on the NYSDOT Route 17 Corridor Study, ASC has developed and implemented engaging and 

informative outreach strategies, and brings an unparalleled knowledge of the region and the community. 

Strategic Communications. ASC has been a sought-after firm for its strategic communication 

expertise for many years. The team takes pride in its ability to translate technical information into 

communication plans that are engaging, easy to comprehend and move the client’s message forward. 

ASC can help bridge the gap between idea and action. The well-rounded team at Arch Street has 

produced work for the Strategic Highway Research Program 2 (SHRP 2) and New York Gov. Andrew 

M. Cuomo’s “New York Energy Highway Initiative,” among many others. 

Creative Design, Websites and Marketing Materials. ASC continues, year after year, to produce 

creative materials that speak to the audience, relay vital messages, and encourage public participation. From brochures and fact 

sheets, to website and logo design, ASC understands how to take a concept and develop it into a design that produces results, and 

meets the needs of both client and audience. Since its inception, ASC has created innovative and inspired work for clients such as 

NY, NJ, CT and Washington, DC, Departments of Transportation, Metropolitan Transportation Councils, including NYMTC 

and NJTPA, and Federal clients such as FHWA, FAA, USEPA and FMCSA. 

Award-Winning Experience 

Arch Street brings original and dynamic forward thinking to all of its projects and clients. The team’s outstanding creative work 

has been recognized by the American Public Transportation Association for their role on the Capital District Transporation 

Authority’s transit project campaign, “Know Before You Go;” and with an international award by APTA on MetroPool’s 

photographic exhibit of the benefits of commute alternatives in “Mobility Matters.”

PROJECT EXPERIENCE AND REFERENCES 

Public Relations and Marketing Services – Capital District Transportation Authority (CDTA) 

Public relations and marketing for Capital Region transportation and mobility provider in Albany, 

NY includes strategic planning, media relations, outreach, website, advertising and promotion of 

transit services in the Capital Region. Federal representatives secured $3+ million to support Bus 

Rapid Transit. Campaigns included “Know before you go,” “iRide” and “What’s your number.” 

Results of “Know before you go:” Bus ridership increased 14%; tripled ridership on new line; 

increased revenue by 9%; and increased sales up 24%. This campaign received Award of Excellence 

from the American Public Transportation Association (APTA). Reference: Carm Basile and 

Jonathan Scherzer (CDTA); Business Development Office, 110 Watervliet Ave, Albany, NY 12206; 

518‐437‐6840 

Public Outreach – All Electronic Tolling Feasibility Study (New York State Thruway Authority) 

ASC is providing strategic communications and public outreach recommendations for the 

Thruway’s exploration of all electronic tolling implementation in New York State. ASC will offer 

strategies on messaging, educating the public, focus group and survey utilization, data analysis and 

a concise, effective marketing campaign. Reference: Peter Melewski (HNTB); 1762 Central 

Avenue, Albany, NY 12205; (518) 218‐5547 

Strategic Communications –Marketing Plan (New York State Thruway Authority) 

ASC is assisting in the development of a strategic communications plan to increase public and 

stakeholder awareness of mission, objectives and benefits of the Authority. The work under this 

contract includes development of interview guide and conduct of interviews with internal 

stakeholders to gain understanding of messaging, communication barriers and stakeholder 

concerns. ASC also drafted positioning statements and key messages to inform plan development. 

Reference: Mary Beth Hines (Volpe); 55 Broadway, Cambridge, MA, 02142; 617‐494‐2315 

Strategic Communications ‐ Governor Andrew M. Cuomo’s New York Energy Highway (New York 

Power Authority) 

N.Y. Governor Andrew M. Cuomo, in his 2012 State of the State address, put forward a sweeping 

public‐private initiative to upgrade and modernize New York State’s energy system. This bold 

proposal for an “Energy Highway” promises to help provide reliable, economical power to New 

York’s homes and businesses for the next half century while creating jobs, energizing privatesector 

investment and protecting the State’s environment and the well‐being of its citizens. Arch 

Street Communications supported the New York Power Authority (NYPA) in development and 

implementation of events, materials and websites to advance this innovative plan. ASC’s work has 

7 Broad Street, Pawling, NY 12564 

tel: 845.855.7077 fax: 845.855.7078 

email: nmadonick@archstreetcommunications.com web: www.archstreetcommunications.com 

Certified as a Women’s Business Enterprise (WBE). GSA schedules in Public/Media Relations, Web Marketing and Special Events/Press Conferences.

included branding and collateral outreach materials, the New York Energy Highway Summit 

conference, the New York Energy Highway RFI Responders conference, development of the 

website, www.nyenergyhighway.com, and strategic messaging. Reference: Jill Anderson (NYPA); 

123 Main Street, 16 th Floor, White Plains, NY 10601; 914‐287‐3706 

Public Outreach and Awareness ‐ Tappan Zee Bridge/I‐287 Environmental Review Alternatives 

Analysis (New York State Department of Transportation) 

ASC was among the first consultants selected for a major, two‐county, multi‐agency, 

environmental study to address infrastructure and congestion issues surrounding the Tappan Zee 

Bridge and I‐287 transportation corridor. Our strategic public engagement work continued 

through the conclusion of the Alternatives Analysis phase of the project, and included topical 

Advisory Working Groups that became a foundation element in this complex study, along with 

press conferences covered by major NY broadcast and print media, project exhibits and workshops 

drawing up to 800 attendees, website, fact sheets, media training, meeting facilitation and 

presentations. Reference: Michael Anderson (NYSDOT); New York State Department of 

Transportation, Westchester Community Outreach Center, 660 White Plains Road, Suite 340, 

Tarrytown, NY 10591; 877‐892‐3685 


tel: 845.855.7077 fax: 845.855.7078 



REFERENCES 

1‐ Public Relations and Marketing Services – Capital District Transportation Authority (CDTA) 

Reference: Carm Basile and Jonathan Scherzer (CDTA); Business Development Office, 110 

Watervliet Ave, Albany, NY 12206; 518‐437‐6840 

2‐ Public Outreach – All Electronic Tolling Feasibility Study (New York State Thruway Authority) 

Reference: Peter Melewski (HNTB); 1762 Central Avenue, Albany, NY 12205; (518) 218‐5547 

3‐ Strategic Communications ‐ Governor Andrew M. Cuomo’s New York Energy Highway (New York 

Power Authority) 

Reference: Jill Anderson (NYPA); 123 Main Street, 16 th Floor, White Plains, NY 10601; 914‐287‐ 

3706 


tel: 845.855.7077 fax: 845.855.7078 



NORA MADONICK 

Principal-in-Charge 

Education 

MA, Corporate and Political Communication, Fairfield University 

Graduate studies, S.I. Newhouse School of Public Communications 

BA, English Literature/Women’s Studies, Cum Laude, SUNY 


25 

Contact 


845-855-7077 

nmadonick@archstreetcommunications.com 

Key Qualifications 

Nora Madonick is a seasoned communications strategist who has developed successful marketing, 

advertising and public relations campaigns for federal and state agencies, including the New York 

Power Authority’s Energy Highway initiative, and has led the development of a research-based 

strategic marketing campaign for the New York State Energy Research and Development Authority. 

Currently, Nora is working with the Federal Highway Administration, Transportation Research 

Board, American Association of State Highway and Transportation Officials (AASHTO) and National 

Highway Traffic Safety Administration (NHTSA) on development of a national strategic 

communications plan for the SHRP2 program, in collaboration with Volpe National Transportation 

Research Center. She is leading development and deployment of a Strategic Communications Plan 

for the dissemination of research and information for the Federal Transit Administration and 

guides public outreach strategy for FMCSA’s CSA 2010 national safety initiative. 

Selected Relevant Project Experience 

New York Power Authority (NYPA): Served as a strategist, writer and communications specialist 

for NYPA, contributing to the New York State Energy Highway websites, brochure and outreach 

messaging, branding, and promotional collateral materials. 

New York Energy Research and Development Authority (NYSERDA): Supervisor of downstate New 

York marketing services contract for public benefit corporation focused on reducing energy 

consumption, promoting the use of renewable energy sources and protecting the environment in New 

York State. 


tel: 845.855.7077 fax: 845.855.7078 



Cricket Valley Energy: Development of comprehensive communications strategy for Advanced 

Power NA’s entry into the New York State marketplace with natural gas-fired power generation 

facility, including strategic public outreach, State Environmental Quality Review (SEQR) process 

facilitation, messaging, collateral materials and advertising. 

FHWA SHRP2 Marketing & Communications: Working as a strategist with the Federal Highway 

Administration, Transportation Research Board, American Association of State Highway and 

Transportation Officials (AASHTO) and National Highway Traffic Safety Administration (NHTSA) on 

development of a national strategic communications plan for the SHRP2 program, in collaboration 

with Volpe National Transportation Research Center. 

Federal Highway Administration (FHWA): Management of 100 community partners across the 

country for It All Adds Up to Cleaner Air national air quality improvement initiative. National 

marketing effort includes newsletters, comprehensive website renovation, Spanish-language 

television and radio PSA production and facilitation of National Air Quality Conference workshop. 

Federal Motor Carrier Safety Administration (FMCSA): Communications strategist directing 

national outreach for new commercial vehicle safety initiative to reduce crashes and save lives. 

Includes overall strategy, messaging and development of Road Signs campaign. Support materials 

including fact sheets, tool kit, website and newsletters, media training and government relations. 

Capital District Transportation Authority (CDTA): Strategist for regional transit provider in Albany, 

New York, providing messaging, marketing, public relations and media outreach to improve use of 

transit services including bus, vanpool, bus rapid transit and train station facilities. 

Port Authority of New York & New Jersey (PANYNJ): Public outreach and communications 

strategist for Stewart International Airport marketing plan research and development project to 

engage regional stakeholders, identify market segments in the travel basin and recommend tactics 

to promote new Port Authority acquisition. 

New York State Department of Transportation (NYSDOT): Strategic engagement consultant for 

public outreach and media relations for Tappan Zee Bridge/I-287 Environmental Review, a major 

corridor study in lower Hudson Valley, New York, focused on Westchester and Rockland counties. 

New York State Department of Transportation (NYSDOT): Developed communication strategy for 

Westchester/Rockland vanpool demonstration project, including coordination of press conference 

attended by five County Executives and coordinated with the Westchester County Executive 

offices, along with coordinated outreach program including direct mail, mobile billboards, radio, 

website and targeted e-mail outreach to Westchester County government employees. 


tel: 845.855.7077 fax: 845.855.7078 



New York State Thruway Authority (NYSTA): Development, implementation and supervision of 

public outreach strategy for major Interchange 8 Reconstruction Project in Tarrytown, 

New York, including public liaison training and supervision, media relations, governmental 

relations, work with Westchester County business community and emergency services during 

three-year construction project. 


tel: 845.855.7077 fax: 845.855.7078 



VIRGINIA MOLD 

Public Relations and Outreach Specialist 

Education 

BA, Sociology, Bucknell University, 

BA, Japanese Studies, Bucknell University 

Effective Communications in Public Involvement, U.S. Dept of Transportation, Federal 

Highway Administration 


15 

Contact 


845-855-7077 

vmold@archstreetcommunications.com 

Key Qualifications 

Ginger Mold brings client-focused and detail-oriented skills to ASC clients. She supports complex 

public outreach projects through a range of activities that include stakeholder communication, 

workshop planning, newsletters, minutes taking and stakeholder database management. She 

conducts sponsor solicitation and outreach for Metropolitan Washington Council of Government’s 

annual Bike to Work Day event. Ginger proof-reads proposals and has been Editor of Contact 

Media News, a PR weekly for media professionals. 

Selected Relevant Project Experience 

NJ Route 22 Sustainable Corridor Long Term Improvements Study: Public Outreach Associate for 

the Route 22 Sustainable Corridor Long Term Improvements Study sponsored by Somerset County, 

NJ with the New Jersey Department of Transportation (NJDOT). This 22-month corridor study 

focuses on improving vehicular, pedestrian, and bicycle safety along the three-mile stretch of 

Route 22 between its interchange with US 202/206 in the west and the I-287 interchange in the 

east. This corridor serves local and regional traffic and is a vital link for commuters, residents and 

local businesses. Surveys, interviews, public meetings, and workshops are engaging commuters, 

residents and local businesses in the process of developing a locally preferred alternative. 

Ithaca-Tompkins Regional Transportation Study: Public Outreach Associate for this regional 

mobility study in the seven-county area including, Chemung, Schuyler, Seneca, Cayuga, Cortland, 

Tioga and Tompkins counties. The Study will result in a strategic plan of programmatic and policy 


tel: 845.855.7077 fax: 845.855.7078 



solutions to address transportation infrastructure, systems and/or operational improvements, and 

enhancements needed to accommodate projected transportation needs. 

New York Power Authority (NYPA): Served as special event planning specialist for the New York 

State Energy Highway Summit at Columbia University and the New York State Energy Highway RFI 

Conference in Tarrytown, NY, including event coordination, outreach and registration. 

New York State Energy Research and Development Authority (NYSERDA): Support for marketing 

effort of Energy Efficiency Service campaign for non-residential downstate market. 

Metropolitan Washington Council of Governments (MWCOG): Sponsor solicitations and 

outreach, securing sponsors totaling more than $46,000, for annual commuter alternative Bike to 

Work Day event. Conducts employer interviews and writes applicant profiles for Employer 

Recognition Awards’ selection committee. 

NY Route 17 Transportation Corridor Study: Public outreach coordinator for this Corridor Study 

sponsored by the New York State Department of Transportation and involving both Orange and 

Sullivan Counties, to examine capacity improvements. Facilitate the bi-county Transportation 

Partnering Committee and stakeholder communication. 

North Jersey Transportation Planning Authority (NJTPA): Public outreach for the Greenhouse Gas 

Inventory and Forecast, a regional greenhouse gas (GHG) study, part of a larger multi-year climate 

change initiative at NJTPA. Facilitated outreach to the Technical Advisory Committee and the 

Climate Change Working Group, an interagency stakeholder group of representatives from state 

agencies, county governments, organizations and neighboring MPOs. 

Metropolitan Orange County Planning (MPO): Public outreach, website update and meeting 

facilitation for this two and a half year regional study for the Orange County Planning Department. 

Developed and maintains the project stakeholder database. 

North Jersey Transportation Planning Authority (NJTPA): Outreach and facilitation support for the 

Regional Safety Priorities Update Study, an examination of regional safety issues for NJTPA; 

responsible for support of Technical Advisory Committee, writing and distributing meeting 

minutes. 

Bergen County Department of Planning and Economic Development/Hudson County Division of 

Planning: Outreach and facilitation support for the River Road/Hudson Waterfront Circulation 

Study, a study focusing on mobility and access issues in the Hudson River waterfront communities 

of Bergen and Hudson Counties. The study examined deficiencies within the project area to 

develop targeted implementable short and long term improvements; responsible for stakeholder 

sign-in and material distribution at public meetings. 


tel: 845.855.7077 fax: 845.855.7078 



New York Metropolitan Transportation Council (NYMTC): Public Outreach staff support for public 

meetings on the Regional Transportation Plan, which lays out the regions transportation needs 

over the next twenty years. 

Federal Highway Administration (FHWA), It All Adds Up to Cleaner Air: Staff proof-reading and 

editing support of national marketing effort for federal traffic congestion reduction/air quality 

improvement public awareness initiative. 

CONTACTS Media News: Former editor of national newsweekly for media professionals; interview 

25 editors, producers, at major news outlets nationwide to report on media placement 

opportunities. 


tel: 845.855.7077 fax: 845.855.7078 



PROJECT APPROACH 

We are proactive and our team has a depth of experience in preparing actionable redevelopment strategies and plans that 

are grounded in economic reality. We work collaboratively with our clients and project stakeholders. Our objective is to 

capitalize and build on the development momentum and the success that has been achieved thus far in Downtown Albany 

and create an inspiring vision for the future. Our approach will be to cast a wide net to take advantage of the collective 

knowledge and experience of the Capitalize Albany Corporation, business owners and operators, public and private sector 

and institutional stakeholders – all with important interests in seeing Downtown Albany achieve its highest potential. The 

input and ideas and suggestions that we receive from these organizations and individuals will be an integral part of the 

analysis and the ultimate redevelopment strategy and implementation plan that our team will develop. 

PHASE 1: EVALUATING THE CURRENT STATE AND UNDERSTANDING STAKEHOLDER ISSUES 

Our team believes it is essential to establish at the outset of the engagement a comprehensive understanding of the current 

state of the Downtown Albany Tactical Plan Area (Study Area). It is equally important for us to understand the issues and 

visions of key stakeholders that must be incorporated into the redevelopment plan and implementation strategy. 

Our Phase 1 work provides the baseline and foundation for moving forward including data gathering and review of existing 

plans and studies (Albany 2030 Comprehensive Plan and the other plans identified in the RFQ), analysis of land use, 

community character, zoning, general mobility issues, and stakeholder outreach. Key tasks in Phase 1 include: 

• Project Initiation; 

• Data Collection, Field Work, and Analysis; 

• Stakeholder Outreach (Ideation Sessions); and 

• SWOT Analysis 

PROJECT INITIATION 

The project will start with a kick-off meeting where we will meet with the Capitalize Albany Corporation to review our 

proposed planning process, confirm the community participation process, identify key stakeholders for inclusion in the 

process, assess data needs, and determine overall issues, finalize project milestones, and establish communication protocols. 

DATA COLLECTION, FIELD WORK, AND ANALYSIS 

We will collect and organize available City provided data, reports, codes and relevant information. This process will draw 

heavily on data from the recently completed Albany 2030 Comprehensive Plan and other studies completed and field work 

in the Study Area and the adjacent neighborhoods of Arbor Hill, Sheridan Hollow, Capital Hill, Center Square, and the 

South End. We will document and delineate existing conditions including, but not limited to: 

• Land uses, density, ownership, parcel size; 

• Pedestrian and vehicular traffic patterns; and 

• Assessment of opportunity sites and/or corridors, adjacent neighborhood connections gateways, and 

building/architectural characteristics. 



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STAKEHOLDER OUTREACH (IDEATION SESSIONS) 

We will meet informally in one-on-one or joint meetings with the key stakeholders, including the members of various 

City and County Departments, key property owners, key business leaders, Albany Chamber of Commerce, SUNY Albany, 

Neighborhood Association leaders and other public, private, and non-profit stakeholders, and developers. The purpose of 

these interviews will be to elicit the critical issues, goals, and ideas from each of these participants, including a discussion 

on recent and ongoing planning and development processes and aspirations for future character, growth, connections, 

and other uses. The stakeholder discussions will help frame the overall project parameters and focus the analysis of 

opportunities and constraints. 

One of the key desired outcomes of our stakeholder meetings are eliciting creative ideas and understanding the visions 

for the Study Area from the participants. We consider these meetings as ideation sessions. We will work closely with the 

Capitalize Albany Corporation staff in planning managing these meetings to maximize participation, encourage creative 

thinking and avoid the recycling of old ideas. In addition to the stakeholder ideas, our team will provide examples of best 

practices of urban revitalization programs in cities with similar contexts to Albany. 

SWOT ANALYSIS 

Based on the findings of data analysis, field work and stakeholder outreach, our team will identify the strengths and 

opportunities but also the weaknesses and threats that will inform the planning and redevelopment concepts that will be 

developed. For example, not all ideas and concepts suggested by stakeholders will be feasible or suitable. During this task 

we will validate ideas and test applicability to the Study Area. 

Concepts should fit within the existing context and take advantage of strengths and opportunity presented locally. To 

identify the strengths and opportunities but also the weaknesses and threats our team will conduct a SWOT assessment 

that will focus on the following topics: 

• Identifying assets and constraints within the Study Area, including business and property assets, 

transportation assets, parking, traffic congestion, pedestrian environment, cultural and community 

assets, open space and recreational uses, etc.; and 

• Identifying competing business areas or areas that would complement potential new businesses, 

including their role in their respective communities, or market area. 

Using the results from the SWOT assessment we will rank and prioritize ideas and concepts gathered and summarize the 

results in a matrix. This approach will also help us to identify those ideas and concepts that should be pursued any further 

Deliverables 

• Bullet-point report summarizing findings from data reviews and field survey work 

• PointPoint presentation summarizing findings from stakeholder meetings and SWOT analysis 

PHASE 2: ECONOMIC AND MARKET ANALYSIS, URBAN DESIGN CONCEPTS, AND PRELIMINARY 

FUNDING APPROACHES 

AKRF will work closely with Sasaki to coordinate the findings of the economic and market analysis that will inform the 

development concepts that will be prepared by Sasaki. The work in this phase will proceed as much as possible concurrently 

on parallel tracks to ensure that the designs concepts considered are based on economic realities. 

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ECONOMIC ANALYSIS 

Economic Characteristics - Key economic base factors for the area will be noted, including: 

• Unemployment rates; 

• New housing unit construction; 

• Income growth; and 

• Major employers and employment trends. 

The economic assessment will highlight key broader market factors regarding the current regional economy that will 

impact the assessment of Downtown redevelopment in Albany. Initial findings will be incorporated in the market analysis 

section, described below. 

MARKET ANALYSIS 

The market and feasibility analysis task is comprised of several subtasks that include: demand indicators; competitive 

supply in the market trade area; current and future development trends; development program statement; and financial 

feasibility analysis (to be performed in Phase 4). 

Demand Indicators: 

• Determine the geographic boundaries of the primary, secondary, and tertiary market trade areas (if 

applicable) for the project area; 

• Analyze market data (AKRF utilizes US Census Bureau, ESRI (a commercial data provider), Smith 

Travel Research, ULI’s “Dollars and Cents”, and other data sources) for the primary, secondary, and 

tertiary trade areas. The data will include: demographics (population metrics including number of 

households, household size, educational attainment, employment, incomes, and spending profiles); 

• Local real estate market data including median commercial office and residential prices, rents, sales/ 

square foot as well as space inventory, absorption rates and occupancy levels; and 

• Visitor, tourist, and recreational use trends. 

Competitive Supply Analysis 

• Identify the location and composition of other mixed-use developments that may include cultural/ 

recreational, retail, restaurants, hotel, sports facilities, and entertainment attractions in the primary, 

secondary, and tertiary trade areas. 

Current and Future Development Trends 

• Review the City of Albany’s long-term development plans as well as publicly available information 

regarding planned new development projects in the primary, secondary, and tertiary trade areas; and 

• Based on interviews with selected government agencies and property owners, real estate professionals, 

brokers, and developers identify current and proposed development projects including uses, 

locations, and projected opening dates. 

Development Program Statement 

• Based on an initial review of the demand and supply indicators, AKRF will provide a preliminary 

assessment of the mix of uses which may include cultural/entertainment attractions, restaurants, and 

residential, and commercial office, other potential uses; 

• AKRF will apply capture rate assumptions and real estate industry metrics to quantify the amount of 

space for each of the uses. 



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• Identify land, facility and/or location requirements (e.g. parcel size, access, special infrastructure) of 

the proposed uses that should be taken into consideration. 

• Regulatory – AKRF will evaluate the current development regulations impacting future development 

within the Study Area. 

PLANNING AND URBAN DESIGN CONCEPTS 

• Sasaki, with support from Halcyon Ltd, will evaluate key opportunity sites and analyze current 

patterns of development within the Downtown to identify potential opportunities to enhance existing 

development patterns with a specific focus placed on the identification of opportunities to increase 

an active pedestrian oriented environment and to increase sales tax producing retail within the 

Downtown. 

• Concept studies will assess the key opportunity sites and formulate new strategic options for 

consideration including exploring a range of different development scenarios based on the market 

analysis. The concept studies will focus on the opportunity sites, but will also address the broader 

organization of the Downtown. The concept studies will include: 

▶▶Explore concepts for development, connections, and identity of Opportunity Sites and 

the Downtown as a whole, focusing on a framework that will resonate with the city, the 

stakeholders, and the community. 

▶▶Identify priority areas for infill development in the Downtown. Study the potential for infill 

and redevelopment in those areas, taking into consideration property ownership, land assembly 

issues and the ability to be supported by market dynamics in the short and long term. 

▶▶Consider alternative design approaches for the civic realm and development sites within 

the Downtown, including extent of open space and its relationship to development, parking 

strategies, streetscape design, sidewalk dimensions, and scale and mix of uses for new 

development. 

▶▶Explore block variations that test a variety of building typologies with a different program mix, 

urban design character, and massing and density. 

PRELIMINARY FUNDING APPROACHES 

Working with AKRF and Sasaki, Next Street will begin identifying preliminary funding approaches based on the concepts 

being developed. When participating in urban redevelopment projects, Next Street’s approach and experience allows them 

to take redevelopment plans and secure / raise the appropriate type and amount of capital in order to encourage long term 

economic growth in urban markets. 

Project types that they have financed include: new business development and expansion, development of new commercial, 

residential and mixed-use real estate projects, development of community facilities such as educational facilities, health 

services, job training and incubator programs, all with the goal of achieving long-term economic growth and revitalization 

of urban areas. This involves evaluating, identifying, and proactively addressing the financial needs, financing gaps and 

considerations relevant to commercial district planning and urban economic development projects. Financing approaches 

that to be considered include historic tax credits, EB-5 program, new market tax credits as well as and other federal, state, 

and local government financing programs and incentives. 

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Deliverables 

• PowerPoint presentation summarizing the economic and market analysis findings; 

• PowerPoint presentation illustrating the urban design concepts (will be used to create presentation 

boards used in Phase 3 community meeting); and 

• Bullet-point report summarizing potential funding approaches and strategies applicable to downtown 

revitalization programs such as Albany, New York. 

PHASE 3: COMMUNITY OPEN HOUSE AND ALTERNATIVES EVALUATION 

During a two-day trip, our team will hold a community work session or open house to review the development program 

potential and a series of concepts for development strategies in the Study Area. Following the open house, we will conduct 

a work session with the client and key stakeholders to reaffirm goals and discuss stakeholder input. 

Our team member, Arch Street Communications, will coordinate the planning of this session with Capitalize Albany 

Corporation staff. During the work session, consider different scenarios for uses, development patterns, parking, 

transportation, street character, and open space; and test different concepts and relative priorities for different initiatives. 

At the conclusion of the work session, weigh the various concepts and agree upon a preferred direction for Phase 4. 

Deliverables 

• Presentation boards of illustrating alternative concepts 

• PowerPoint presentation summarizing the findings and recommendations from the community open 

house session. 

PHASE 4: REDEVELOPMENT STRATEGY AND TACTICAL PLAN 

Building upon the preceding tasks, our team will provide recommendations for kick starting redevelopment and the study 

area and for the implementation to achieve the stated goals of the visioning process. 

REDEVELOPMENT STRATEGY 

• Refine the preferred alternative to establish a clear framework for future Downtown development as 

well as other public, private, and institutional development for the study area. 

• Refine the preferred urban design and development concept. 

• Make recommendations regarding revisions to the Zoning Code where appropriate 

• Provide recommendations regarding the development of urban design standards to realize the new 

“vision”, to enhance pedestrian oriented development and retail opportunities. 

• Provide recommendations regarding target retail clusters for the Study Area 

• Identify potential barriers to development, possibly relating to policy, infrastructure, or market factors. 

• Identify and prioritize existing sites for redevelopment and their integration into the existing 

downtown fabric. 

• Document the development concept with a draft illustrative plan, narrative description, and 

supporting diagrams. 



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HIGH-LEVEL FINANCIAL ANALYSIS 

To further refine funding and financing approaches, AKRF in collaboration with Next Street Financial, will build a 

financial model and conduct high-level financial feasibility (Pro forma) analysis of the conceptual redevelopment program. 

The estimates of the development, maintenance and operating costs as well as the revenue assumptions for the various 

components will be high-level given the conceptual design status of the plan. AKRF will use in-house data and coordinate 

with our other team members involved in the Project to establish the estimates and assumptions that will be used in the 

financial model. 

The outcome of the financial feasibility analysis will help prioritize which sites within the Project area should be selected as 

priority development sites. The pro forma analysis will include the following: 

• Utilize potential revenues and capital and operating costs for the recommended and approved 

development programs based on the market analysis findings; 

• A 15 – 20 year cash flow analyses and determine the cumulative NOI, net present value of the cash 

flows, and the internal rate of return (IRR); and 

• Assess where potential funding gaps can be anticipated and the types and magnitude of capital costs 

that may require public investment. 

TACTICAL PLAN AND ADDITIONAL COMMUNITY OUTREACH 

Our tactical plan for implementation of the redevelopment vision includes the following: 

• Establish roles and responsibilities of key stakeholder organizations 

• Create an action plan which delegates roles and responsibilities for priority projects to members of 

the public, private and non-profit sectors, highlighting roles related to economic development, policy 

changes, infrastructure improvements, and plan promotion and outreach. 

• Prepare a draft implementation and phasing strategy addressing cost estimates, timing, phasing of 

development and approvals. The strategy will take into consideration site control and acquisition, 

remediation and demolition, phasing, and cost estimates for each phase. 

• Conduct an open house to present the draft master plan and solicit addition feedback to refine the 

plan. 

• Following the open house, meet with the client and key stakeholders to discuss the draft master plan 

and community feedback, and to generate ideas and participation in the implementation strategy. 

Deliverables 

• PowerPoint presentation summarizing the draft Redevelopment Strategy and Tactical Plan 

recommendations including the results of the second community outreach session. 

• PowerPoint presentation summarizing the analysis and findings of the financial analysis with 

supporting data, charts, spreadsheets and/or other supporting graphics. This will include 

recommended funding and financing approaches for the Redevelopment Strategy. 

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PHASE 5: FINAL REDEVELOPMENT STRATEGY AND TACTICAL PLAN PRESENTATION AND 

DOCUMENTATION 

After review by the Client Group, the draft Master Plan will be revised and documented as the final plan. The report will 

published as a Final Report with an executive summary as well as a Technical Appendix including technical memoranda, 

and other information relating to the development of the Master Plan. 

Deliverables 

• PowerPoint presentation summarizing the final Redevelopment Strategy and Tactical Plan 

recommendations. 

• Draft report summarizing the Redevelopment Strategy and Tactical Plan recommendations in 

narrative text, photos, and illustrative plans and diagrams. 

• Technical Appendix including technical memoranda, and other information relating to the 

development of the Redevelopment Strategy and Tactical Plan 

• Final brochure-report (printer-ready digital copy on CD; screen-resolution digital copy for web site 

posting). Please note AKRF/Sasaki would be pleased to print an agreed upon number of reports as an 

additional service. 



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SCHEDULE 

The AKRF team proposes to conduct and complete the Tactical Revitalization Plan Study within an approximate six month 

timeframe from the notice to proceed for the proposed scope of work. For the purposes of our schedule, we assume to start 

the process in mid-April, 2013 with a goal of making a final presentation in mid September, 2013. Where appropriate, some 

tasks will be conducted concurrent with others in order to complete the overall project within the six-month time frame. 

MEETINGS 

At the Kick-off meeting, we will discuss with the Capitalize Albany Corporation team the number of meetings that will be 

appropriate. In general in addition to the kick-off meeting, we plan for bi-weekly conference calls for status updates and 

discussions. In addition, our schedule includes two-community open house sessions. At the outset of the engagement, 

individual team members will be on the ground conducting field work and stakeholder meetings. We will also conduct 

telephone interviews with stakeholders. 



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Schedule 

PHASE 

MONTH 

April May June July August September 

Phase 1: Evaluating the Current State and 

Understanding Stakeholder Issues 

Phase 2: Economic/Market Analysis, Urban Design 

Concepts, and Preliminary Funding 

Phase 3: Prepare/Conduct Community Open House 

and Alternatives Evaluation 

Phase 4: Redevelopment Strategy and Tactical Plan 

Phase 5: Final Redevelopment Strategy and Tactical 

Revitalization and Documentation

THE VAL UE OF STRATEGIC THINKING® 

AKRF, Inc. 

440 Park Avenue South 


Tel (212) 696-0670 

www.akrf.com 

Sasaki Associates, Inc. 

64 Pleasant Street 

Watertown, MA 02472 

Tel (617) 926-3300 

www.sasaki.com 

Halcyon Ltd. 

8407 Overlook Path 

San Antonio, TX 78249 

Tel (917) 562-5081 

www.halcyonltd.com 


37 West 20th Street 


Tel (646) 392-9500 

www.nextstreet.com 


7 Broad Street 

Pawling, NY 12564 

Tel (845) 855-7077 

www.archstreetcommunications.com

REQUESTFORQUALIFICATI ONS Building a Tactical Revitalization ...

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