building a tactical revitalization plan for downtown albany

BUILDING A TACTICAL REVITALIZATION PLAN FOR DOWNTOWN ALBANY, NY
RFP RESPONSE 03.07.2013

March 5, 2013
Sarah M. Reginelli
Director of Economic Development
Capitalize Albany Corporation
21 Lodge Street
Albany, NY 12207
RE: RFP – Tactical Revitalization Plan for Downtown Albany
Dear Ms. Reginelli:
The Progressive Urban Management Associates (P.U.M.A.) team is pleased to be considered as a
finalist for Tactical Revitalization Plan for Downtown Albany. We have reviewed the RFP, acknowledge
its requirements and hereby commit to the conditions of both the RFP and our attached response.
To address the expanded scope within the RFP, we have expanded our team. New firms are indicated
in italics below and the rationale for adding them is provided within our response. Our expanded team
for Albany includes the following firms and areas of expertise:
Firm/Location
Progressive Urban Management
Associates, Inc. (P.U.M.A.)
Denver
www.pumaworldhq.com
MKSK
Columbus, Indianapolis & Covington
www.mkskstudios.com
UrbanTrans
Denver, Atlanta, Washington DC & Toronto
www.urbantrans.com
Eric Mower + Associates
Albany and a national network of offices
www.mower.com
Clough Harbour & Associates (CHA)
Albany and a national network of offices
www.chacompanies.com
Role
• Project Management
• Real Estate Economics & Market-Based Planning
• Finance & Implementation
• Community Engagement
• Urban Design, Landscape Architecture & Planning
• Redevelopment Implementation Tools
• Corning Preserve Phase 2 Master Plan
• Community Engagement Support
• Transportation Demand Management
• Mobility & Transportation Planning
• Parking
• Community Engagement Logistics
• Communications and Public Relations
• Marketing Strategies
• Engineering
• Corning Preserve Phase 2 Master Plan
Our market-based planning approach is rooted in an understanding of local real estate economics and
market fundamentals, which will then drive decisions on design, public realm and infrastructure to
support Albany’s best chances for success. Attached, per the requirements of the RFP, is information
on our team qualifications, team additions, project approach, timeline, budget and references.
As president of P.U.M.A., and principal-in-charge of the Tactical Revitalization Plan for Downtown
Albany, I will be the primary contact person and will be authorized to make presentations on behalf of
our firm and sub-consultants. Thank you for your consideration of our proposal.
Brad Segal, President
Progressive Urban Management Associates
1616 17 th Street, Suite 262
Denver, CO 80202
Tel: 303-628-5554
Email: brad@pumaworldhq.com

Downtown Albany Tactical Revitalization Plan
DRAFT APPROACH
Goal:
Develop a strategic vision and investment framework with specific implementation tactics through a process
that brings alignment and consensus among diverse stakeholders to support a public/private downtown
improvement and investment agenda.
Approach:
Building upon past planning efforts and an understanding of downtown market dynamics, the Downtown
Albany Tactical Revitalization Plan will aim to create a collective vision for downtown and identify a detailed
plan for implementation with recommendations for priorities, sequencing and financing. The Downtown
Albany Tactical Revitalization Plan will also forge and strengthen enduring public/private partnerships to
guide investment in downtown Albany for the next ten years and beyond.
Process:
An eight to ten month process is proposed that would be sponsored by Capitalize Albany Corporation (CAC)
in concert with its civic partners. To develop improvement priorities, extensive community outreach would
be employed to reach business, resident and civic constituents throughout the community with an emphasis
on involvement from downtown stakeholders.
We propose to work with a Project Steering Committee structure to guide the process under the
framework of foundational constructs of the downtown vision. The Steering Committee would provide
primary oversight of the process, offer creative input and a “reality check” as alternatives are developed.
The Steering Committee would ideally include influencers in downtown, including CAC staff and board
leadership, City officials, residents and key property and business owners.
Working groups of 10 to 15 stakeholders representing local Albany leaders and experts in their fields
would be organized corresponding to foundational constructs supporting the vision. The intent of the
working groups is to incorporate the variety of issues that are identified in the RFQ, plus augment initial
reconnaissance into Albany’s challenges, opportunities and priorities. Examples of a construct for the
working groups could include the following areas:
‣ Vibrant Economy (business attraction, opportunity sites, housing development, workforce,
sustainable development practices)
‣ Quality Urban Design (connectivity, urban design, preservation, land use regulations, parks &
public space)
‣ Transportation Solutions (transportation, parking and mobility)
‣ Downtown Experience (marketing, clean and safe, nightlife, wayfinding, branding and livability)
‣ Partnerships (including private, public, non-profit collaboration and financing tools)
The working groups would define priorities for downtown improvements during the first half of the Tactical
Revitalization Plan process. During the second half of the process, following a synthesis of priorities and
during the creation of an overall strategic investment vision for downtown, the working groups would
convene as one. This process would result in one cohesive group of business, resident and civic leaders
that are unified in their efforts to advance the top priorities and prepared to provide implementation
leadership upon plan completion.
1

A working group is also proposed to work with the consultant team on Corning Preserve Phase 2 Master
Plan. The working group should include the key sponsors of the Phase 2 work, including the City of Albany,
Riverfront Advisory Committee, New York Department of State and the CAC, plus any other key
stakeholders identified by the plan sponsors. This working group will provide creative input and help guide
the consultant through the Phase 2 Master Plan process, plus provide a conduit to the larger Tactical
Revitalization Plan process.
Step 1: Preparation & Existing Conditions Analysis (Months 1, 2 and 3)
CAC and consultant team prepare for the formal launch of the project. Activities include identifying working
group participants and confirming Steering Committee members, determining a set of foundational
constructs to guide the creation of the Tactical Revitalization Plan, compiling background materials and
updated community data and establishing project logistics, including arrangements for the first set of public
meetings.
Wow Factor! For the Tactical Plan we’ve
added Eric Mower + Associates, a full
service communications firm located in
beautiful downtown Albany! The Mower
team will help with outreach, on-site
logistics and provide a local reality check as
we navigate through the process.
We will complete the scope of services outlined by the
“Existing Conditions Analysis” section of the RFP. This will
include a thorough review of existing plans and studies. A
workshop will be held with the Project Steering Committee to
identify the opportunities, challenges and priorities from
existing plans plus new ideas that should be tested in the
Tactical Revitalization Plan process. We will meet with
representatives from each of the organizations listed in the
RFP to gain downtown revitalization perspectives, capabilities
and resources offered from each individual agency. All of
the P.U.M.A. team members will conduct existing conditions
analyses for each of their respective disciplines, including a transportation, mobility and parking evaluation
by UrbanTrans and an urban design and public space assessment by MKSK.
P.U.M.A. will initiate work on an updated market profile for downtown Albany, capturing the latest data on
market demographics, real estate trends, destination attractions, traffic and parking conditions, crime and
other characteristics that can inform the planning process. We will start with a general overview, and, in
concert with the client, will identify market segments and/or opportunities for focused research. The focused
research will be completed during Step 2 of the process.
An optional parking occupancy analysis is available from
UrbanTrans, including a complete assessment of existing
use and availability patterns for existing parking resources
within the downtown. The analysis will quantify demand and
identify areas of real and perceived concern, providing data
that would be critical for the development of parking
development and management strategies in later states of
the planning process.
Deliverables from Step 1:
‣ Summary of existing conditions and comparative
analysis
‣ Summary of opportunities and challenges
‣ Market analyses interim report and recommendations for areas of focus
Wow Factor! We’ve added UrbanTrans to
the Albany team to look at parking,
transportation and mobility through the lens of
North America’s top firm in transportation
demand management. UrbanTrans brings a
nuanced approach that can help Albany
maximize mobility options, including interim and
long term strategies that diversify transportation
options beyond just single occupancy vehicles.
2

Step 2: Outreach & Complete Focused Market Analysis (Months 4, 5 and 6)
A series of workshops with each of the Working Groups are proposed to identify challenges and
opportunities, develop priorities and gain “ownership” in the Plan from a variety of constituencies. We
envision a two hour workshop format that would be repeated for each of up to five Working Groups.
Participants would be provided with background on recent planning efforts and would be asked to
brainstorm on improvements and set priorities. Improvements and priorities from each of the Working
Groups would then be compiled and analyzed.
The first of two Open Houses is proposed following the
initial Working Group sessions. The Open House would
build upon the priorities and opportunities identified by
the Working Groups. A general education and
information session would be followed by small group or
“idea station” development. For example, we envision an
Open House that could be built upon the body of
research compiled by P.U.M.A. such as the “Top Ten
Global Trends Affecting Downtowns and How to Respond
At Home”. This presentation looks at future trends in
demographics, lifestyles and global competition, and how
these trends could present opportunities in Downtown
Albany. “Idea stations” could then allow participants to
provide further applications specific to local conditions.
Wow factor! P.U.M.A.’s exclusive and ground
breaking Global Trends analysis places downtown
Albany in a dynamic global economic context &
guarantees a visible, positive and provocative
public event for the Tactical Revitalization Plan.
Wow factor! If Global Trends doesn’t float
your boat, you can’t beat Albany’s own Pulitzer
Prize winning author William Kennedy – part of
the Mower/P.U.M.A. team and available
throughout the project for historical
perspectives, Open House insights and
seasoning the Tactical Plan product.
To augment the workshops and Open House, an online
survey is proposed. The survey would be distributed to
a wide variety of downtown and community stakeholders,
including employees, residents, property and business
owners. In a downtown planning effort we recently
conducted for Rochester, MN, nearly 5,000 residents and
employees responded to a similar online survey. Social
media through CAC and its partner organization
networks can also be utilized to maximize community
engagement in the process, Open House and survey.
To balance community aspirations revealed by the
preceding outreach process with market reality, we will
also complete the focused market analysis that will
include:
‣ A compilation of downtown’s existing economic conditions, revealing current conditions and
opportunities in a variety of segments, including office, retail, residential, hospitality, etc.
‣ Focused analysis of challenges and opportunities in up to two key market segments within the
downtown (i.e. housing, hospitality, arts and culture, private sector employment, etc.).
‣ Development program projections for downtown, utilizing data from the existing conditions analysis
and developing localized forecasting assumptions.
3

Deliverables from Step 2:
‣ Stakeholder engagement/communications plan
‣ Media relations plan
‣ Conduct Working Group meetings and first project Open House
‣ Summary of stakeholder observations and priorities
‣ Complete market analysis components, including existing conditions, focused evaluation of up to
two market segments and development program projections
Step 3: Synthesis (Months 7 and 8)
Following the first series of public workshops, Open House, community survey and completion of the market
analysis, the consultant and client teams would conduct a two-day long charrette to compile a draft strategic
vision, physical framework and action plan outline, plus coordinate the evolving Tactical Revitalization Plan
concepts with the emerging Master Plan for Corning Preserve. The draft vision, framework and action plan
outline would then be reviewed by the Steering Committee and the working groups (at this point in the
process, they are envisioned as a single working group as opposed to five distinct groups) meeting a
second time to synthesize the primary inputs into the process. The complete planning package would
address priorities for improving downtown’s economy, physical environment and overall experience.
At this stage of the process, we will also identify “quick wins” – relatively inexpensive and easy-to-implement
ideas that can be carried out as soon as possible. In many cases, quick wins from past P.U.M.A. strategic
plans have been carried out before the end of the planning process and/or implemented immediately upon
client approval of the plan.
Deliverables from Step 3 include:
‣ Concise and compelling vision statement
‣ Visual representation of the downtown vision and initial draft “framework”
‣ Initial list of “quick wins” that can be implemented immediately
Step 4: Implementation Plan: Strategic
Vision, Framework & Action Plan
(Months 9, 10 and 11)
Wow factor! P.U.M.A. plans get implemented fast! Our
strategies for sustainable financing districts and
organizations today are generating more than $60 million
annually in 50+ downtowns throughout the nation!
Project solutions, public private partnership structures
and financial tools are tailored to the plans, politics and
legislative capabilities of each city.
The draft Vision and Framework emerges as a
strategic and action plan document. A second
Open House would be held to review the draft
composite outline, with a priority-setting exercise
to determine which actions should be viewed as
“transformative” – initiatives that are the most
critical and that can shape downtown’s long term
future if implemented within the next five to ten
years. As civic priorities emerge during this
phase, the consultant team will evaluate the
organizational structure of the CAC and its civic
partners and assess their capability to carry out
transformative initiatives. Organizational
recommendations regarding the allocation of
energy and resources will begin to take shape.
4

The implementation plan will contain all of the elements identified in the RFP, including:
‣ Development opportunities, including the identification of catalyst sites and initial ballpark financial
analysis that identifies fiscal impacts and financial gaps. A detailed regulatory evaluation will
provide immediate recommendations on suggested changes to zoning and other land use policies.
‣ Targeted attraction and retention strategies is a strength offered by P.U.M.A. We have crafted
business development and investment attraction strategies for many downtowns that include all of
the sectors indicated in the RFP, including office, retail and housing.
‣ Financial assistance options will be identified including recommendations for relevant incentives.
The P.U.M.A. team brings experience with a variety of project and infrastructure financing tools
from throughout the nation, including tax increment financing, special districts, tax abatements and
others. We also specialize in operational funding for downtowns, including diversified approaches
to fund marketing, clean and safe, parking management, economic development and other critical
programming.
‣ Marketing and placemaking strategies will provide analytics allowing for immediate implementation
following the Tactical Plan process. We will identify differential advantages and the data needed to
support new identity and branding strategies. With MKSK, ideas for placemaking enhancements
will range from immediate quick wins to more long term investments in the public realm.
‣ Quality of life infrastructure initiatives will be an
outgrowth of overall placemaking strategies
developed in concert with MKSK. Key sites,
corridors and connections will be highlighted for
investment. Opportunities to link destinations
and enhance the overall walkability of downtown
will be prioritized. UrbanTrans offers the
opportunity to create innovative approaches to
parking and transportation policies.
Based upon the Steering Committee and public workshop
responses to the draft composite strategic vision and
action plan, a final Vision, Framework and Action Plan that
wraps all of the preceding elements together would be
prepared by the consultant team. For each transformative
initiative, the following additional detail would be provided:
‣ Project sequencing
‣ Roles of responsibilities of CAC and other civic
partners
‣ Estimated costs and financing options
‣ Benchmarks to measure success
The final Vision, Framework and Action Plan will include
organizational structure and program options to guide the
CAC over the next ten years and beyond. A final site visit
by the consultant team would be conducted to review
detailed recommendations with the Steering Committee.
Wow Factor! It’s the UrbanTrans Parking
Pricing Primer! Managing parking demand in
an efficient manner is key to downtown’s
success. UrbanTrans worked with the FHWA
to develop a primer that discusses advances
in parking pricing policy, available parking
technology, preferred user accommodations
and strategies for gaining public acceptance
for parking policy changes. The primer helps
cities develop innovative parking policies and
implementation strategies.
5

Deliverables for Step 4:
‣ Recommendations for the preceding areas of emphasis identified in the RFP.
‣ A final “Tactical Plan” formatted as a business plan for the CAC – A summary document that
includes the vision, framework and action plan, including year-by-year steps for the next five to ten
years.
‣ Plan presentation package, that includes a powerpoint summary, “plan-on-a-page” and plan
executive summary. A variety of plan dissemination options can be explored, ranging from
distribution through social media to a summary insert placed in the local newspaper.
‣ Appendices that include all market research, outreach and other relevant back-up to the Plan.
Wow Factor! Each P.U.M.A.
downtown strategic plan is
designed as a tactical business
plan for our clients. The plan
becomes a working document
with functional connections to the
lead agency and its partners. In
Albany, the implementation plan
can evaluate the CAC’s
organizational structure and
provide recommendations for
bringing staffing, budgets, civic
partnerships and other resources
into alignment with the plan.
And Even More Wow Factor! MKSK’s Plans Get Implemented and Create Special Urban Places! MKSK has
been involved in creating dozens of downtown plans including recent plans for capitol city of Columbus, Ohio.
MKSK’s overall vision for the future and innovative yet targeted urban design strategies have helped to build
momentum to create vibrant and economically sustainable downtowns. MKSK’s creative design approach has been to
foster a collaborative environment that harnesses all community interests and focus on implementation that has
resulted in significant reinvestments. Sustainability is woven into all aspects of MKSK’s design that helps to create the
special places, which have seen benefits in environmental, social and economic aspects.
6

Downtown Albany Tactical Revitalization Plan: Timetable & Process Design
(Prepared by P.U.M.A.)
Plan Steering Committee
Role: General oversight, charged with providing reality check on
evolving concepts, community leadership in process, resolution of
disputes and weaving the component parts of the vision together.
Working Groups
Role: Building understanding of the downtown market and
broaden creative input into the planning process to include key
BID, downtown and community stakeholders. Also includes
education efforts to existing and prospective leaders.
Open Houses & Online Surveys
Role: Broad-based and inclusive community input into
development of plan concepts and priorities
Months 1, 2 and 3
Preparation &
Existing Conditions
Identify issues, priorities
and expectations
Months 4, 5 and 6
Outreach &
Market Analysis
Help promote outreach
process, evaluate
outreach & market
research results
Identify downtown issues,
opportunities,
improvements & priorities
“Global Trends”;
Identify downtown issues,
opportunities,
improvements & priorities
Months 7 and 8
Synthesis
Creative input into
planning and development
concepts as they evolve
Creative input into
planning and development
concepts as the evolve
Months 9 and 10
Implementation
Creative input into final
plan concepts, ownership
of implementation
Present final draft plan
Project Management Team
Role: Project logistics and contract management. Includes CAC
and key partners.
Ongoing communications
with consultants and client
leadership
Ongoing communications
with consultants and client
leadership
Ongoing communications
with consultants and client
leadership
Ongoing communications
with consultants and client
leadership
Deliverables
Expectations from Client Team
Final scope of services
and deliverables.
Summary of existing
conditions, opportunities
and challenges. Initial
market observations.
Compile background
information, arrange
itinerary and logistics for
consultant site visits,
Identify interview, Steering
Committee and Working
Group participants
Communications plan;
Summaries from outreach;
Initial impressions/
concepts
Existing market
conditions, focused
market analyes & market
potential reports.
Help arrange itinerary and
logistics for site visits;
Venue and logistics for
Working Groups and
Open House;
Vision & framework;
“Quick wins” that can be
implemented immediately
Help arrange itinerary and
logistics for two-day
charrette, site visits.
Final Plan, organized
around overall vision,
framework and
implementation. Including
recommendations for
development
opportunities, targeted
attraction, financial
assistance, marketing,
placemaking &
infrastructure
Help arrange itinerary and
logistics for site visits,
Venue and logistics for
Open House,
presentations to agencies

Downtown Albany:
Tactical Revitalization Plan
COST PROPOSAL
Prepared by Progressive Urban Management Associates Inc. -- Mar04-13
Step 1: Step 2: Step 3: Step 4:
Prep & Existing Con Outreach & Market Synthesis Implementation Plan TOTAL
Personnel: P.U.M.A. Hrs Rate Total Hrs Rate Total Hrs Rate Total Hrs Rate Total
Segal 50 225 11,250 60 225 13,500 50 225 11,250 80 225 18,000 54,000
Leddy 60 165 9,900 80 165 13,200 60 165 9,900 80 165 13,200 46,200
Heller 60 140 8,400 60 140 8,400 16,800
Phox 60 140 8,400 40 140 5,600 14,000
Travel:
$1000 per site visit 5,000 4,000 5,000 5,000 19,000
SUB-TOTAL 34,550 36,300 34,550 44,600 150,000
Plus:
Sub-Contractor:
MKSK 10,000 20,000 20,000 15,000 65,000
UrbanTrans 10,000 12,500 10,000 12,500 45,000
Mower & Associates 7,500 12,500 5,000 10,000 35,000
Printing & Other Expenses 5,000
TOTAL 62,050 81,300 69,550 59,600 300,000
Optional Parking Occupancy Analysis
25,000 to 40,000
WOW Factors inclusive in pricing!

Corning Preserve Phase 2 Master Plan
DRAFT APPROACH
This approach is based on our current project understanding and we anticipate finalizing our scope of
services following review and input by City of Albany, Capitalize Albany and NYDOS.
The MKSK Planning and Design Team will work closely with a working group consisting of the City,
Capitalize Albany, NYDOS and key stakeholders, in addition to engaging with residents, business owners,
and institutions. This is to ensure that the Corning Preserve Phase 2 Master Plan and related
implementation tasks satisfy the needs of all stakeholders and communicate a vision that is in keeping with
established goals and desired outcomes for the community. MKSK has developed a toolbox of effective
project management and public engagement methods through our work experience with many types of
communities.
The scope of work is sub-divided into four (4) distinct steps to align with the process for the
Downtown Tactical Revitalization Plan. The sub-steps relate to the tasks as per the RFP and City &
DOS requirements. Site visits, community meetings, stakeholder participation and workshops for the
Corning Preserve Phase 2 Master Plan will be coordinated with those of the Downtown Tactical
Revitalization Plan.
Step 1: Preparation & Existing Conditions Analysis (Months 1, 2 and 3)
1.1: Project Scoping
‣ MKSK will rely on the City to share all recent and future plans for the area and its surrounding
urban context in order to fully understand the study area. Also, the City will provide digital
information in GIS shapefile form and/or CAD format. This effort will be coordinated with the
Downtown Tactical Plan.
‣ MKSK will prepare base map information that outlines existing conditions to aid initial discussions.
‣ The project will be initiated with a “kick-off” meeting with City of Albany, Riverfront Advisory
Committee, NYS Department of State, and Capitalize Albany Corporation to:
• Review the project scope, project requirements, roles and responsibilities of project
partners, the number of public meetings and techniques for public involvement, site
conditions, and to transfer any information to the consultant which would assist in
completion of the project;
• Revisit the latest master plan concept and discuss approaches to developing alternatives
for the layout and design, development program, preferred amenities, and scope of
improvements; and,
• Verify project funding sources.
• Determine public relations, media including digital and print
Key Deliverables:
‣ Scoping meeting with appropriate parties.
‣ Meeting summary which indicates the agreements/understandings reached.
‣ Public participation plan.
‣ Base plans.
Meetings and Coordination:
‣ Kick-off Meeting (Meeting #1)
‣ MKSK Team will also attend coordination meetings for the Downtown Tactical Revitalization Plan
Time Frame: Month 1
1

1.2: Site Reconnaissance
‣ Utilizing existing site reconnaissance reports prepared for previous tasks of the project, the MKSK
Planning and Design Team shall conduct a site inspection for this phase of development which
shall include, to the extent not completed under previous studies, the following:
• Site survey showing extent of project boundary;
• Identification of ownership/grant/lease status of any lands to be incorporated into the
design;
• Soil and, as appropriate, core samplings to determine site stability;
• Topography and hydrology;
• Natural resources, including location of mature trees;
• Man-made structures or facilities on or adjacent to the site;
• Transportation / Access Assessment
• Above and below ground infrastructure;
• Shoreline and bulkhead conditions;
• View corridors;
• Historic and archeological resources; and,
• Projected climate-change related impacts as per the City of Albany’s draft vulnerability
assessment.
‣ Base maps will be refined based on the above site reconnaissance study
Key Deliverables:
‣ Maps at a scale to be agreed upon in the scoping session showing the above information and other
appropriate information that may be identified as a result of the project scoping session.
‣ Site Reconnaissance and Existing Conditions report
Meetings and Coordination:
‣ Coordination Meeting (Meeting #2) with Working Group
Time Frame: Months 2-3
Step 2: Outreach (Months 4, 5 and 6)
2.1: Community Visioning
‣ MKSK will hold stakeholder interviews either individually or in groups over a one-day session in
Albany to get detailed information about the possibilities for the Corning Preserve Phase 2 Master
Plan. These interviews will help to inform the planning process and shape the result.
‣ MKSK Planning and Design Team will also conduct a public meeting to obtain input regarding
community and local waterfront issues, opportunities, and goals for the park’s future. Using an
Open House format, MKSK Planning and Design Team will introduce the Corning Preserve Phase
2 Master Plan and discuss vision and opportunities with the public to gain valuable input and ideas.
Key Deliverables:
‣ Minutes/written summary of the public meeting.
‣ Opportunity Analysis Summary Memo of existing conditions, current and future plans, opportunity
areas, and associated graphics for the Corning Preserve Phase 2 Master Plan area.
Meetings and Coordination:
‣ Stakeholder Interviews
‣ One (1) public meeting to develop vision and ideas
‣ The community visioning processes will be coordinated with the Downtown Tactical Plan public
information gathering process
Time Frame: Months 4-6
2

Step 3: Synthesis (Months 7 and 8)
3.1: Draft Master Plan
Based on the Opportunities Analysis, MKSK Planning and Design Team will begin to draft initial planning
concepts and strategies for the Corning Preserve Phase 2 Master Plan. This process will determine how to
better connect this area with Downtown and the greater Albany area, unlock development opportunities,
leverage current investment and plans, and guide needed infrastructure improvements. MKSK will identify
and describe the most appropriate development/park amenity alternatives based upon the public input and
analyses completed in the previous tasks. This will be developed through participation in a 2-day charrette
to coordinate with the evolving draft strategic vision, physical framework and action plan outline for the
Downtown Tactical Revitalization Plan process.
‣ First Day
• Design Workshop (Morning and afternoon)
• Develop Alternative Scenarios
‣ Second Day
• Revise and Refine Alternative Scenarios
• Review conceptual Alternatives with the City and Working Group
• Record Comments and Issues.
The plan shall include, but not be limited to:
‣ A range of the most appropriate park improvements, including;
• A state-of-the-art covered stage
• Improvements to the existing 800-seat amphitheater
• Parking facilities including the reconstruction of the existing parking area with improved access
at Quay Street, new potential mooring attachments for larger vessels and day boat tie-ups,
signage, lighting, and utilities.
• Walkways and connections associated with the existing trail system, including site furnishings,
landscaping and related amenities.
• Reconstruction and/or rehabilitation of restrooms and equipment storage facilities
• Shoreline stabilization
MKSK Planning and Design Team will meet with the Working Group and relevant stakeholders to review
these initial concepts and strategies to vet them for consensus approach. The City staff will organize and
coordinate needed follow-up meetings with all relevant stakeholders to review the Concept Plans. With input
from the Working Group, MKSK Planning and Design Team will refine concept plans and provide the
following additional information towards conceptual development:
‣ Cost estimates for the improvements;
‣ Infrastructureupgrades needed to support the proposed improvements, such as enhancements to
transportation systems, infrastructure, utilities, and environmental conditions (such as containing
runoff through grading or drainage structures, re-vegetating the shoreline, etc.) or way-finding signs
from parking lots;
‣ Alternative schematic designs of the improvements and park amenities to create a more attractive
and functional park; and,
‣ An action plan that includes recommendations to achieve the desired redevelopment objectives.
MKSK will submit the draft plan to DOS for review and approval, and will incorporate DOS's comments, prior
to the Community Meeting.
Key Deliverables:
‣ Draft Master Plan and Refinements
‣ Estimate of Probable Construction Costs
3

‣ Infrastructure Improvements
‣ Action Plan
Meetings and Coordination:
‣ Coordination Meeting (Meeting #3) with Working Group
‣ The draft master plan design process will be coordinated with the Downtown Tactical Revitalization
Plan urban design concepts
Time Frame: Months 7-8
Step 4: Implementation Plan: Strategic Vision, Framework & Action Plan (Months 9 and 10)
4.1: Community Meeting
MKSK Planning and Design Team will conduct an Open House format community meeting to present the
Draft Master Plan and obtain feedback from project stakeholders and the public. MKSK Planning and
Design Team will document the feedback comments and submit a summary of the public meeting to DOS
for review.
Key Deliverables:
‣ Public information meeting held.
‣ Minutes/Summary of meeting prepared and submitted to the DOS.
Meetings and Coordination:
‣ One (1) community meeting to obtain feedback on Draft Master Plan
‣ Coordination meeting (meeting #4) with Working Group
Time Frame: Month 9
4.2: Final Master Plan
‣ Based on feedback provided during the Open House community meeting, MKSK Planning and
Design Team will prepare Rendered Park Master Plan based upon feedback
‣ Prepare Rendered Elevations & Perspectives
‣ MKSK Planning and Design Team will revise the Draft Master Plan and supporting materials and
complete a Final Master Plan. The Final Master Plan shall contain all materials developed under
previous tasks. MKSK will submit the Final Master Plan report to the Working Group for review
before refinements and subsequently submitting to DOS for review and approval. DOS comments
will be addressed by MKSK Planning and Design Team to the satisfaction of the DOS in the Final
Report prior to publication and distribution.
Key Deliverables:
‣ One (1) Rendered Color Final Site Conceptual Master Plan, and perspectives (2 max) mounted at
appropriate scale for presentations.
‣ Ten (10) copies of final written report or as required by DOS
‣ One (1) set of digital files of final product (drawings and report) in a format compatible with DOS
requirements
‣ Marketing Materials
Meetings and Coordination:
‣ Coordination meeting (meeting #5) with Working Group
Time Frame: Months 9-10
Based on satisfactory completion of the Corning Preserve Phase 2 Master Plan, MKSK Planning and
Design Team anticipate submitting scope and fee for the detailed design for “Performance Place”.
4

Downtown Albany:
Corning Preserve Phase 2 Master Plan
COST PROPOSAL
Prepared by MKSK and Progressive Urban Management Associates Inc. -- Mar04-13
Step 1: Step 2: Step 3: Step 4:
Prep & Existing Con Outreach & Market Synthesis Implementation Plan TOTAL
Personnel:MKSK Hrs Rate Total Hrs Rate Total Hrs Rate Total Hrs Rate Total
Espe 30 160 4,800 30 160 4,800 75 160 12,000 75 160 12,000 33,600
Ghosh 30 130 3,900 20 130 2,600 45 130 5,850 65 130 8,450 20,800
Knight 40 95 3,800 20 95 1,900 80 95 7,600 80 95 7,600 20,900
Travel:
$1000 per site visit 4,000 2,000 5,000 4,000 15,000
SUB-TOTAL 16,500 11,300 30,450 32,050 90,300
Plus:
Sub-Contractor:
CHA 15,000 5,000 10,000 5,000 35,000
UrbanTrans 2,500 2,500 5,000 5,000 15,000
P.U.M.A. 1,250 2,500 1,250 2,500 7,500
Mower & Associates 1,250 1,250 1,250 1,250 5,000
Printing & Other Expenses 5,000
TOTAL 36,500 22,550 47,950 37,050 157,800
WOW Factors inclusive in pricing!

Downtown Albany Tactical Revitalization Plan
TEAM MEMBER QUALIFICATIONS
The lead firm for this project is Denver-based Progressive Urban Management Associates, Inc. (P.U.M.A.).
P.U.M.A., incorporated in 1989, is a real estate economics and planning firm that specializes in downtown and
community development. We bring experience serving more than 200 clients in 34 states, the District of Columbia,
Canada and the Caribbean. Our services include:
• Market-based planning for downtowns
• Community-based economic development strategies for business districts
• Participatory community engagement processes
• Strategic planning for downtown and community development organizations
• Innovative community financing techniques.
In recent years, we have led downtown strategic planning processes in a diverse portfolio of client cities including
Boulder, Berkeley, Cedar Rapids, Cleveland, Covington, Denver, Grand Rapids, Lincoln, Long Beach, Milwaukee,
New Haven, Sacramento, San Diego and Seattle. For this project, we later highlight relevant projects and references
from Grand Rapids, Denver, San Diego, Covington and Rochester.
For Albany, we have joined with MKSK, a full service urban design, landscape architecture and planning firm formed
in 1990 with offices in Columbus, Indianapolis and Covington. We recently partnered with MKSK to complete the
Center City Action Plan in Covington, KY, a historic downtown located across the Ohio River from Cincinnati. Similar
to the plan sought for Albany, the Covington plan is market-based, tactical and resulting in immediate
implementation.
MKSK offers the firm capabilities and experience sought the by the Corning Preserve Phase 2 Master Plan scope
addition that was included in the RFP. MKSK has added additional staff with waterfront planning and design
experience to their team. These individuals are highlighted in the following summary of our team, and additional
biographical information is attached.
In response to the RFP, we have added three firms. The rationale for adding these firms is provided below, and
additional information on each firm, its qualifications and personnel assigned to the Albany project are provided in the
following pages.
Team additions and rationale:
• UrbanTrans North America is a woman operated and owned urban and transportation planning and social
marketing firm with North American offices in Atlanta, Toronto, Denver, and Washington, D.C. UrbanTrans
specializes in innovative transportation solutions, with a focus on multi-modal transportation planning,
demand management programs, market-based policies, stakeholder outreach and strategic planning.
UrbanTrans has a reputation for developing effective, non-traditional transportation solutions that maximize
the performance of existing transportation investments and enhance travel options. Developing a balanced,
multi-modal transportation system also supports more efficient and flexible land use alternatives for both
public agencies and commercial developers.
UrbanTrans was added to address transportation, mobility and parking issues in Albany, and bring a
forward-thinking and progressive approach that is unmatched in the field of transportation planning.
P.U.M.A. worked with UrbanTrans in the Denver Downtown Area Plan and has known president Joddie
Gray for nearly ten years.

• Eric Mower + Associates, located in downtown Albany, offers full service public relations and public affairs
services. In the RFQ response, we envisioned the addition of a local communications firm to support the
P.U.M.A. team for the Tactical Revitalization Plan. Eric Mower + Associates is an ideal partner, offering
knowledge of local governments, agencies, companies and other major downtown stakeholders. For the
Downtown Albany Tactical Revitalization Plan, Eric Mower + Associates will provide logistical support for
community outreach, community and governmental relations strategies and creative input into various
components of the plan, including marketing and branding strategies. The firm also offers a tremendous
resource as the planning process pivots towards implementation, offering advice for achieving visible results
and success. Similar services will be provided by Eric Mower + Associates for the Corning Preserve Master
Plan process.
• Clough Harbour & Associates (CHA), headquartered in Albany, is a national full-service engineering firm.
We have added CHA due to their intimate working knowledge and added-value in realizing the Corning
Preserve Phase 2 Master Plan. CHA’s involvement will allow our Corning Preserve team to hit the ground
running, minimizing time and expense for project orientation. Importantly, as ideas and alternatives are
developed for Corning Preserve, CHA can offer immediate feasibility evaluations based upon their extensive
knowledge of the site, Albany and surrounding areas. CHA can also provide engineering and cost
estimating expertise to position Phase 2 Master Plan ideas for immediate implementation.
The key strengths of each firm can be summarized as follows:
Firm/Location
P.U.M.A./Denver
www.pumaworldhq.com
MKSK/
Columbus, Indianapolis,
Covington
www.mkskstudios.com
UrbanTrans
Denver, Atlanta,
Washington DC & Toronto
www.urbantrans.com
Eric Mower + Associates
Albany
www.mower.com
Clough Harbour & Assoc.
Albany
www.chacompanies.com
Key Strengths for the Downtown Tactical Revitalization Plan
Real estate economics firm specializing in downtown and community development.
P.U.M.A. has experience throughout North America and has a track record of
developing downtown strategic plans that create tangible change in communities. For
this planning effort, P.U.M.A. will provide overall project management, evaluate local
economic conditions and trends, manage an inclusive community outreach process,
manage the creative process to develop the Tactical Revitalization Plan, and craft a
public/private approach to implementation.
A multi-disciplinary urban design, landscape architecture and planning firm, MKSK will
be the primary creative influence to define, visualize and rationalize planning concepts
and projects. Specialties of the firm include urban redevelopment planning,
reinvention of waterfronts and parks, cultural facility master plans and project
implementation. MKSK will lead the Corning Preserve Phase 2 Master Plan process
and, for the Tactical Revitalization Plan, will support P.U.M.A. in areas of stakeholder
engagement, urban design, waterfront connections and project implementation.
A progressive and certified WBE transportation planning firm rooted in the specialty of
transportation demand management, UrbanTrans can offer a unique evaluation of
mobility and parking options. UrbanTrans will look at short-term, interim and longterm
transportation and parking solutions for downtown.
A full service public relations and public affairs firm, Eric Mower + Associates will
serve as the team’s conduit to the realities of getting things done in Albany. The firm
will provide logistical support for outreach and strategies for community relations and
plan implementation.
A full service engineering company with national reach, CHA is headquartered in
Albany. CHA brings familiarity with Albany, past Corning Preserve planning
processes and the capacity to help pivot toward immediate implementation of plan
recommendations.
Personnel summaries for the Downtown Albany team are provided on the following page and new team members are
identified in italics.

Progressive Urban Management Associates, Inc.
MKSK
• Brad Segal, president of P.U.M.A. and Principal-In-Charge, will lead all components of the project,
including ongoing client communications, stakeholder outreach, plan development and facilitation of
workshops. Brad brings nearly 30 years of experience in the downtown management field as both a
consultant and practitioner. He is one of the nation’s leading authorities on downtown trends and issues,
strategic planning for organizations involved in downtown and community development, and creating and
renewing business improvement districts. Prior to forming P.U.M.A., he served as the senior director of the
Downtown Denver Partnership, one of the nation’s premier downtown management organizations. Brad is
currently serving his third term on the board of directors of the International Downtown Association.
• Rena Masten Leddy, vice president with P.U.M.A. and project manager for the Albany downtown tactical
revitalization planning project, brings 20 years of experience in downtown development and management as
both a practitioner and consultant. Rena most recently served as the executive director of the Town Green
Special Services District in New Haven, CT. Rena has also directed downtown management organizations
in Portland ME and Stamford CT, and she was the vice president of a downtown-focused consulting firm
based in Los Angeles. Rena’s operational experience will provide a critical resource and link between plan
concepts and implementation.
• Erica Heller, AICP, senior associate with P.U.M.A., provides project support, plan development and
research and offers nearly 15 years of experience in land use policy, sustainability practices, redevelopment
and neighborhood planning. Erica joined the P.U.M.A. team at the beginning of 2011 after serving as a
consultant for the land use and zoning firm of Clarion Associates. Erica has prior experience working for
both redevelopment and planning functions in local government.
• Pamela Phox, market analyst with P.U.M.A., offers extensive experience in market research, survey
design, plan development and project management. At P.U.M.A. for more than 12 years, Pamela manages
all facets of market evaluations for downtown and community planning efforts, including economic profiles,
retail leakage analysis and consumer surveys. Prior to joining P.U.M.A., Pamela created and managed the
market research program of the Downtown Denver Partnership. This program, which includes a wide variety
of real estate and economic data, is viewed as the premier model for downtown management organizations
throughout the nation.
• Craig Gossman, AIA NCARB, Principal, MKSK: Craig has over 30 years of experience in urban design,
planning and architectural design. He has successfully guided communities in developing comprehensive
plans, strategic revitalization plans, downtown planning strategies, mixed-use development initiatives and
economic plans grounded in historic and cultural resource preservation. Craig brings creative problemsolving
solutions for the challenges of urban repositioning and economic restructuring. Craig serves on the
Board of Heritage Ohio which fosters economic development and sustainability through preservation of
historic buildings, revitalization of downtowns and neighborhood commercial districts, and promotion of
cultural tourism. He recently collaborated with P.U.M.A. on the Covington Center City Plan. Craig will
provide Principal leadership for the MKSK Urban Design and Planning team and will be the primary point of
contact.
• Brian Kinzelman, RLA ASLA AICP LEED AP, Senior Principal, MKSK: Brian’s passion is designing
spaces that provide a solid foundation for future development and fit seamlessly into the existing urban
landscape. Brian has 34 years of experience in landscape architecture and planning. His background
includes extensive experience in large scale land use planning, urban design, mixed use development,
design guidelines streetscape enhancements and green design for sustainable urban spaces. His recent

work includes the International Downtown Association award-winning Lexington Streetscape Master Plan a
national model for green infrastructure. Brian received his Bachelor’s Degree in Landscape Architecture
from The Ohio State University in 1977 and is a member of the American Institute of Certified Planners and
a LEED Accredited Professional with the USGBC.
• Rick Espe, ASLA, LEED AP has been added to the MKSK team to work on the Corning Preserve Phase 2
Master Plan. As Principal with MKSK, Rick concentrates his talents on environmental, institutional
campuses, and urban park projects. Rick brings 30 years of experience in the fields of landscape
architecture, planning, and urban design through the management of complex educational and medical
campus projects. He has also designed and guided to implementation many successful parks that have
been truly transformational to their communities.
• Andrew Knight, RLA will add depth to the MKSK team for the Corning Preserve Phase 2 Master Plan.
Andy’s strengths lie in a holistic approach to design. His experience with a variety of project types expresses
an integrated process where master planning, wayfinding, landscape architecture, and architecture provide
a larger framework for design. His experience ranges from park master planning and design, to urban
design and site specific projects. Andy’s inspiration comes from his passion for high quality design through
an integrated and collaborative design process with clients, users, consultants, contractors, and peers.
• Sukirti Ghosh, LEED Green Associate, Senior Associate, MKSK: Sukirti applies trend-setting design
principles to create sustainable ‘people places’ with viable economic development strategies, to help
rejuvenate cities, towns, and urban districts. Sukirti has over nine years of experience in urban design
working with communities. He is currently engaged with Charleston, WV on a downtown urban design
master plan and Bloomington, IN in developing a downtown technology village. He holds a Masters of City
and Regional Planning from Ohio State University and an undergraduate degree in architecture from India.
He recently collaborated with P.U.M.A. on the Covington Center City Plan. For Albany, Sukirti will be
working on both the Tactical Revitalization Plan and the Corning Preserve Master Plan.
• Andrew Overbeck, AICP, Senior Associate, Urban Planner, MKSK: Andrew has worked on awardwinning
downtown plans and public realm improvements with a focus on economic development,
sustainability and connectivity. He was the project manager for the award winning 2010 Columbus, OH
Strategic Plan that has created a framework for urban revitalization. Matching his strong planning
background with his ability to facilitate public discussion, Andrew is able to effectively communicate and
build consensus for solutions that enhance and invigorate cities. He holds a Masters of City and Regional
Planning from Ohio State University and is a member of the American Institute of Certified Planners.
UrbanTrans North America
• Joddie Gray, AICP, president and owner of UrbanTrans, has over 18 years of experience in transportation
planning, community development and travel behavior change and has worked for UrbanTrans for ten
years. She specializes in transportation demand management (TDM) policy development, planning,
marketing and program implementation. She also has experience in developing bicycle and pedestrian
plans, creating public-private partnerships and administering community/business improvement districts.
Joddie has served in a project leadership role in a wide array of transportation management projects and
has a reputation for facilitating effective partnerships that leverage the strengths of all stakeholders.
• Matthew Kaufman, AICP, is the Director of Planning for UrbanTrans and has nine years of experience in
transportation planning. He specializes in the development and evaluation of transportation demand
management (TDM) programs, utilizing his extensive experience in data collection and the analysis of both
quantitative and qualitative data to develop effective programs and evaluation methodologies. Matthew has

experience developing TDM programs for major redevelopment sites, shopping centers, urban corridors,
office developments, cities, counties and regions. He has been involved in TDM implementation as it
pertains to environmental assessments and impact statements, redevelopment applications and basic
congestion mitigation programs.
Eric Mower + Associates
• Sean Casey, partner at Eric Mower + Associates, has practiced public relations and public affairs for the
past 25 years —providing strategic counsel and tactical support to major corporations, law firms, not-forprofits,
government officials, and political leaders. He designs and implements grassroots public affairs
programs, handles sensitive projects related to client litigation, and often teams with law and lobbying firms
to provide crucial communications counsel. His areas of specialty include energy and environment, health
care, technology, and the pharmaceutical industry. He served for many years in New York’s public sector in
both elected and staff positions. He lectures on health care policy and communications issues.
• Brendan Kennedy, senior account supervisor, brings more than 25 years of experience in film production,
web development and public relations. Brendan’s digital skills, first-hand experience in virtually all forms of
media and ability to translate complex technical jargon into real world concepts allow him to stay ahead of
the curve as the media adjusts to its new digital reality.
• William Kennedy, consultant, is Albany’s Pulitzer Prize winning author and historian. A native of Albany,
Mr. Kennedy cites the city as a major source of inspiration for his award-winning novels. He has also
authoried O Albany, a definitive history of the city. Mr. Kennedy will be available throughout the Tactical
Revitalization Plan process to offer historical insights, stimulate public discussion and offer seasoning and
context for Tactical Plan recommendations.
Clough Harbour & Associates
• Peter M. Conway, RLA, ASLA will service as principal-in-charge for CHA’s portions of the Corning
Preserve Phase 2 Master Plan. Peter brings more than 35 years of experience in urban design and
landscape architecture, focusing on the firm’s government and higher education market segments. He is
responsible for the firm’s services in urban land use planning and design, design of civic spaces and
recreational design. In Albany, he has been involved in prior Corning Preserve Waterfront planning and
design efforts and many other projects in the region.
• Michael E. Hollowood, PE, senior civil engineer, brings more than 25 years of experience in site design,
utility infrastructure and storm water management. His expertise is focused on developing sustainable
designs in the built environment through the incorporation of green infrastructure for the company’s state
and municipal clients. Michael will be part of the CHA team working on the Corning Preserve Phase 2
Master Plan.
• Steven R. Wilson, AICP, PWS, LEED AP, senior planner, has 20 years of experience in land development,
environmental impact analysis, urban design, Brownfield redevelopment and site planning. Supported by
his expertise with project management, scheduling and team building, he routinely delivers his projects on
time and on budget. Steven rounds out the CHA team for the Corning Preserve Phase 2 Master Plan.
A revised organizational chart, project references and detailed biographies for new team members are provided
within the following pages.

Downtown Albany Tactical Revitalization Plan &
Corning Preserve Phase 2 Master Plan
LOCAL PARTICIPATION
Two local Albany firms are included in the P.U.M.A. team for the Downtown Tactical Revitalization Plan and Corning
Preserve Phase 2 Master Plan projects. Our local partners include:
Eric Mower + Associates
Public relations, public affairs and communications
Office in downtown Albany with statewide and national reach
Project % of Project Estimated Fee
Tactical Revitalization Plan 11.7% $ 35,000
Corning Preserve Phase 2 Master Plan 3.2% 5,000
Total $ 40,000
Corning Harbour & Associates (CHA)
Full-service engineering firm
Headquartered in Albany with national reach
Project % of Project Estimated Fee
Corning Preserve Phase 2 Master Plan 22.2% $ 35,000
Total $ 35,000

Downtown Albany:
Tactical Revitalization Plan
COST PROPOSAL
Prepared by Progressive Urban Management Associates Inc. -- Mar04-13
Step 1: Step 2: Step 3: Step 4:
Prep & Existing Con Outreach & Market Synthesis Implementation Plan TOTAL
Personnel: P.U.M.A. Hrs Rate Total Hrs Rate Total Hrs Rate Total Hrs Rate Total
Segal 50 225 11,250 60 225 13,500 50 225 11,250 80 225 18,000 54,000
Leddy 60 165 9,900 80 165 13,200 60 165 9,900 80 165 13,200 46,200
Heller 60 140 8,400 60 140 8,400 16,800
Phox 60 140 8,400 40 140 5,600 14,000
Travel:
$1000 per site visit 5,000 4,000 5,000 5,000 19,000
SUB-TOTAL 34,550 36,300 34,550 44,600 150,000
Plus:
Sub-Contractor:
MKSK 10,000 20,000 20,000 15,000 65,000
UrbanTrans 10,000 12,500 10,000 12,500 45,000
Mower & Associates 7,500 12,500 5,000 10,000 35,000
Printing & Other Expenses 5,000
TOTAL 62,050 81,300 69,550 59,600 300,000
Optional Parking Occupancy Analysis
25,000 to 40,000
WOW Factors inclusive in pricing!
Downtown Albany:
Corning Preserve Phase 2 Master Plan
COST PROPOSAL
Prepared by MKSK and Progressive Urban Management Associates Inc. -- Mar04-13
Step 1: Step 2: Step 3: Step 4:
Prep & Existing Con Outreach & Market Synthesis Implementation Plan TOTAL
Personnel:MKSK Hrs Rate Total Hrs Rate Total Hrs Rate Total Hrs Rate Total
Espe 30 160 4,800 30 160 4,800 75 160 12,000 75 160 12,000 33,600
Ghosh 30 130 3,900 20 130 2,600 45 130 5,850 65 130 8,450 20,800
Knight 40 95 3,800 20 95 1,900 80 95 7,600 80 95 7,600 20,900
Travel:
$1000 per site visit 4,000 2,000 5,000 4,000 15,000
SUB-TOTAL 16,500 11,300 30,450 32,050 90,300
Plus:
Sub-Contractor:
CHA 15,000 5,000 10,000 5,000 35,000
UrbanTrans 2,500 2,500 5,000 5,000 15,000
P.U.M.A. 1,250 2,500 1,250 2,500 7,500
Mower & Associates 1,250 1,250 1,250 1,250 5,000
Printing & Other Expenses 5,000
TOTAL 36,500 22,550 47,950 37,050 157,800
WOW Factors inclusive in pricing!

MEET P.U.M.A.
Progressive Urban Management Associates (P.U.M.A.) is a national leader in advancing downtown and
community development. We advise clients on a wide range of management, marketing, financial and
implementation tactics that help communities and organizations thrive.
Erica Heller, AICP
Senior Associate
Anna Jones
Vice President
Brad Segal
President
Rena Masten Leddy
Vice President
Pamela Phox
Market Analyst
Brad Segal has nearly 30 years of downtown management and community development experience as both a practitioner
and consultant. He is one of the nation’s leading authorities on downtown trends and issues, strategic planning for
organizations involved in downtown and community development, and creating and renewing business improvement
districts. Prior to establishing P.U.M.A., he designed and managed economic development programs as senior director
of the Downtown Denver Partnership. He is currently serving his third term on the board of directors of the International
Downtown Association and is a past president of Downtown Colorado, Inc. Brad has been a featured speaker on downtown
issues in regional, national and international forums.
Since 2000, Anna Jones has managed P.U.M.A. community development, downtown planning and business improvement
district projects. Her specialties include community outreach, plan development, public policy formation and business
improvement district creation. Prior to joining P.U.M.A., Anna had 10 years experience in legal settings as an investigator
and paralegal. She also spent several years working in Sri Lanka as a Peace Corps volunteer. Anna currently serves as a
mayoral-appointed member of the Denver Planning Board. She has also served as co-chair of the East Colfax planning
process in Denver, which led to the first comprehensive citywide rezoning in nearly 50 years. She is a board officer with
Downtown Colorado, Inc. and an active volunteer in a variety of community development organizations.
Rena Masten Leddy has nearly 20 years of downtown management experience as both a practitioner and consultant.
Her specialties include business improvement district (BID) feasibility, formation and renewal as well as the operations
of downtown organizations, including strategic planning, public space management, marketing, event planning, and
program development. Prior to joining P.U.M.A., Rena worked more than a dozen years in management positions with
BIDs, including serving as the executive director for downtown organizations in New Haven, Conn. and Portland, Maine.
She has also been the vice president of a downtown-focused consulting firm based in California. She is an active member
and featured speaker for both the International Downtown and California Downtown Associations.
Pamela Phox, at P.U.M.A. since 2001, has extensive experience in market research, survey design and project management.
Pamela manages all market evaluations for downtown and community planning efforts, including economic profiles,
retail leakage analyses and consumer surveys. Prior to joining P.U.M.A., Pamela created and managed the market research
program of the Downtown Denver Partnership. This program, which includes a wide variety of real estate and economic
data, is viewed as the premier model for downtown management organizations throughout the nation. Prior to her
work at the Partnership, Pamela provided research and program support for a variety of community-based organizations.
Erica Heller, AICP, has expertise in urban renewal and revitalization, neighborhood involvement, sustainability planning,
and tailored district development standards. Erica has more than a dozen years of experience in economic development
and planning. Prior to joining P.U.M.A., she worked for Clarion Associates, a consulting firm assisting communities to
craft planning and land use regulations. Before that, she was a redevelopment specialist for the Lakewood Reinvestment
Authority and a neighborhood planner for the City of Lakewood, Colo. Erica has published and spoken on the topics of
neighborhood involvement strategies and planning regulations for alternative energy development and she currently
serves on the board of directors of the Colorado Chapter of the American Planning Association.
Full resumes for each team member can be downloaded at pumaworldhq.com

Progressive Urban Management Associates (P.U.M.A.) is a national leader in providing consulting services
to advance downtown and community development. We provide management, marketing, financial and
implementation tactics to help communities and organizations compete in a changing economy.
CONSULTING SERVICES
Economic Development
Strategies
P.U.M.A.’s economic development
strategies merge an understanding of
the marketplace with organizational
development to create realistic action
plans and the tools to implement them.
Downtown Action Plans:
Market-based downtown action plans
evaluate trends, demographics, community
priorities, stakeholder perspectives
and competing destinations to create a
distinctive niche and positioning strategy
for downtown. To capitalize on market
opportunities, we identify development
districts, clustering strategies and sitespecific
project options. Recommendations
are developed for public/private
partnerships to create effective programs
and mobilize capital for implementation.
Neighborhood-Based Economic
Development:
For neighborhood business districts,
we tailor an economic development
strategy to capitalize on local market
opportunities. In addition to extensive
community outreach, the process may
include completing an economic profile,
retail leakage analysis, resident
survey, site readiness evaluation and/or
development feasibility analysis for
the business district. Implementation
tactics are designed to utilize financial
and organizational tools that best fit
the economic, political and budgetary
characteristics of client communities.
Strategic Planning
P.U.M.A. helps create, grow and refocus
organizations that advance downtown
and commercial corridor revitalization,
community development and other
civic agendas.
Strategic Plans:
P.U.M.A.’s approach identifies business
centers within community development
organizations and seeks operational
solutions to improve effectiveness,
accountability and fiscal sustainability.
We engage our clients in building consensus
among board members, staff
and constituents, resulting in a seamless
transition from plan to implementation.
P.U.M.A. has prepared strategic plans for
downtown management organizations,
community development corporations,
local governments, non-profit agencies
and private firms.
Community Engagement:
P.U.M.A. designs and facilitates a variety
of community engagement techniques
that are tailored to fit the unique dynamics
of our projects and client communities.
Conventional options include one-onone
conversations, roundtable discussions
and a variety of interactive forums.
We augment our outreach efforts with
online and social networking applications.
Leadership retreats and workshops gain
consensus for strategic planning, budgeting,
work programs and marketing
objectives, providing the vision and
focus necessary for success.
Community Development
Tools
Changing economies require innovative
public/private financing approaches
to advance projects and programs.
BID Creation, Expansion or Renewal:
Business improvement districts (BIDs)
have proven to be effective at maintaining,
managing and marketing downtowns
and business districts. P.U.M.A.
is acknowledged as an international
leader in BIDs, bringing experience
from throughout North America and
a track record of success to BID development,
start-up and operations.
P.U.M.A. works with communities to start,
renew, expand and consolidate BIDs.
We facilitate a participatory process with
property owners, merchants, residents
and other stakeholders to determine
priorities and develop an overall management
game plan. The result is a BID
crafted to fit local legislation, markets
and politics.
Community Development Financing:
In addition to BIDs, we have worked with
a variety of community development
financing tools and special districts, including
downtown development authorities
and tax increment financing. To help
attract and direct investment, we have
helped form community development
corporations, multi-bank loan programs
and other grassroots approaches.

Grand Rapids, Michigan
Downtown Framework Plan (2011)
Organizational Restructuring (2012)
Seeking to refresh its priorities and create a downtown vision, the Grand
Rapids Downtown Development Authority (DDA) sought a consultant
team to create a Downtown Framework Plan. P.U.M.A., supported by
local public relations and urban design firms, led a market-based
downtown planning process in Grand Rapids to identify both short and
near-term development opportunities and investment priorities for the
DDA.
The Grand Rapids Framework process merged extensive community
outreach with an evaluation of local market dynamics to create a marketbased
vision to guide the DDA. More than 1,400 downtown stakeholders
and community members participated in a strategic priority-setting that included a series of working groups, open houses and an
online survey. An evaluation of existing local market conditions and global trends provided a “reality check” and, when merged with
community aspirations for downtown, created a market-based vision and program construct for the DDA.
The implementation plan of the Framework provided recommendations for investment priorities, organizational structure, financing,
sequencing and benchmarks to measure results. It also creates alignment between the plan initiatives and the structure of the
downtown organizations. Plan programs are sorted into initiatives to improve downtown’s “economy, environment and experience”.
New working committees, organizational budgeting and a blueprint for the merger of the Downtown Development Authority and the
BID are built around the three programmatic pillars of the plan.
P.U.M.A. was brought back in 2012 to develop a detailed business plan to facilitate the integration of the DDA, BID and Downtown
Alliance business association. The new organizational structure, under an umbrella to be called “Downtown Grand Rapids Inc.”, is
currently being implemented.
Jay Fowler, Executive Director
Grand Rapids Downtown Development Authority
616.456.3034 HUjfowler@ci.grand-rapids.mi.usUH
Grand Rapids Program Framework
Alignment between Programs & Organizations

Covington, KY
Center City Action Plan (2012)
Completed in the summer of 2012, the Covington
Center City Action Plan provides a marketresponsive
blueprint for the revitalization of Center
City Covington. The Action Plan was designed to
prepare Center City Covington with a vision and
tactics to mobilize, unify and leverage resources
from a variety of organizations that share an interest
in creating a more prosperous city.
P.U.M.A., supported by the design team of MKSK
Studios, the University of Cincinnati Niehoff Studio,
mt+a neighborhood revitalizations strategies, and
New York-based MJB retail consulting, led a
planning process in Covington to identify short and
mid-term development opportunities and investment
priorities for Center City. The Action Plan identified specific areas of Center City as immediate
investment priority areas and identified three primary activity centers to focus plan recommendations and
strategies: strong economy, inviting public realm and strong neighborhoods. In addition to laying out
geographic and programmatic investment priority areas, the plan outlines the blueprint for two potential
business improvement districts, as well as an organizational framework that unifies several likeminded
groups to implement plan recommendations.
Larissa Sims
Assistant City Manager, City of Covington
Lsims@covingtonky.gov
Ph: 859-292-2160
Downtown gateway: Today and Tomorrow…

Denver, Colorado
Downtown Denver Development & Management 1987 through Today
P.U.M.A. president Brad Segal has been involved in the
revitalization of Downtown Denver over the past 25 years as both a
practitioner and consultant.
In 1987, Brad Segal was hired by the Downtown Denver
Partnership to manage a revitalization program in Lower
Downtown. The program was credited as the economic
development stimulus that, combined with infrastructure
improvements and historic designation, led to Lower Downtown’s
emergence as one of the most vibrant mixed-use urban districts in
the nation. In addition to his work in Lower Downtown, Brad was
part of the management team that created the business
improvement district in 1992.
The Downtown Denver Partnership is one of the premier downtown development and management organizations in the U.S.
Today the organization has an annual operating budget of more than $9 million sourced from property assessments, special
event revenues, memberships, contracts, grants and earned income.
Over the past decade, P.U.M.A. has continued to be a resource for Downtown Denver. In 2005, P.U.M.A. prepared a Retail
Market Demand Study with a focus on identifying the retail potential that could be generated by in-place markets. The study
quantified retail demand and identified specific retail types that could be supported in downtown.
In 2007, P.U.M.A. was part of the team that created the Downtown Denver Area Plan. To create a new 20-year vision for
Denver, P.U.M.A. served as the project’s primary local sub-contractor, providing economic analysis, implementation expertise,
and assistance in the community outreach process. Working with the Denver project team and the International Downtown
Association, P.U.M.A. created an unprecedented body of research, examining ten key global trends that are affecting American
downtowns, and their likely impact on Downtown Denver. The trend analysis provided the economic foundation and justification
for subsequent land use, planning and investment priority elements of the plan. The Denver Plan vision is supported by a set of
five values, “Prosperous, Walkable, Diverse, Distinctive and Green”. These values form a “construct” to support an economically
healthy, growing and vital downtown.
Downtown Denver References:
1987 to present
Bill Mosher, former President & CEO
Downtown Denver Partnership
Current Managing Partner
for Trammell Crow Denver
303.628.7439 bmosher@trammellcrow.com
2005 to present
John Desmond, Vice President
Downtown Denver Partnership
303.534.6161 jdesmond@downtowndenver.com

San Diego, California
Downtown San Diego PBID Formation (1999);
Downtown Business Attraction Program (2008);
Organizational Restructuring Business Plan (2012);
Downtown Vision, Framework & Action Plan (in process)
P.U.M.A. has worked with the Downtown San Diego
Partnership on a variety of projects over the past 13
years.
In 1999, P.U.M.A. was the lead consultant to design
and develop the Downtown San Diego PBID which
encompasses 270 blocks and six distinct character
districts. The PBID formation process included
research, stakeholder outreach, plan development,
campaign coaching and a comparative analysis of city
versus PBID services. Today, the Downtown San
Diego PBID generates more than $6 million annually
to support enhanced cleaning and safety services.
In 2008, P.U.M.A. completed the design of a business
attraction program to guide the recruitment and
retention of office tenants to downtown. The program design in based upon a “commercial marketing district” concept that will
add a special assessment imposed on office properties that have more than 50,000 square feet. After recalibrating the program
to recessionary economics, P.U.M.A. was reengaged in 2011 to meet with key property owns and fine tune the business plan.
The petition campaign to form the commercial marketing district was recently completed and the district will be activated in 2013.
Earlier this year, P.U.M.A. worked with the Downtown San Diego Partnership to develop a restructuring plan for the organization.
With the demise of tax increment financing and the city’s legendary redevelopment authority, the Center City Development
Corporation, the Downtown San Diego Partnership is developing an action plan to more forcefully influence downtown planning,
development and investment decisions.
P.U.M.A. is now working with the organization to complete a downtown strategic plan, including vision, framework and action
plan components. The strategic plan is expected to set priorities, realign civic resources and help guide the Downtown San
Diego Partnership and its civic partners into downtown’s post-redevelopment era.
Kris Michell,
President & CEO
Downtown San Diego Partnership
619.234.3444
kmichell@downtownsandiego.org

Rochester, Minnesota
Market-Based Downtown Plan (2004)
Downtown Master Plan (2010)
The 2004 Rochester Market-Based Downtown Plan
encompassed 40 blocks of the city’s central business district,
adjacent to the world renowned Mayo Clinic. The marketbased
planning approach was completed within eight months
and included three key parts, including:
• Competitive Analysis, based upon a variety of market
analyses, interviews and community surveys;
• Niche and Development Strategies, providing an overall
niche strategy for downtown and guidelines for
development in several downtown sub-districts;
• Implementation, offering prioritized and sequenced tactics for economic development, environmental improvements,
parking management, marketing tactics, policies and incentives, financing and organization.
P.U.M.A. managed all facets of the project, including market analysis, community outreach, development of plan
recommendations, client communications and management of sub-contractors. The plan was adopted and endorsed by the
Rochester City Council, along with authorization to create a local tax abatement district that generates $1.2 million in annual
revenues through 2020 to implement plan recommendations. A business improvement district was also subsequently formed by
downtown property and business owners to finance ongoing marketing and economic development initiatives.
Peace Plaza, a formerly underutilized downtown plaza that now serves as a community gathering place between the newly
renovated University Square (which houses the new University of Minnesota-Rochester), the Mayo Clinic campus, hotels and
other businesses in downtown Rochester, completed an extensive $3.5 million renovation in the summer of 2008. Since then,
weekly events from markets to concerts draw year-round crowds to enjoy the fountains, artistic benches, and sidewalk cafes that
line the Plaza. The University has a long-term lease on the third and fourth floors of the former Galleria shopping center complex
as its’ master planning process is underway for a permanent downtown location. A total remodel of the lower two floors of the
shopping center, called the Shops at University Square has resulted in 100% occupancy.
In 2010, P.U.M.A. was part of a team hired by the City, Mayo Clinic and University of Minnesota to create a 20-year Master Plan
for downtown. The Master Plan builds upon the framework provided by the 2004 Market-Based Plan and offers a roadmap to
accommodate the anticipated growth of both the expanding world-class Clinic and a new University of Minnesota campus that
will eventually enroll 5,000 students.
Key tasks completed by P.U.M.A. during the 2010 Master Plan
process include:
• Compiling an economic profile with trend analysis
• Conducting an online community survey that received nearly
5,000 responses
• Constructing program projections for future development in
downtown, including housing, retail, office and hospitality
sectors.
• Implementation plan for a new public-private partnership
that includes the City, downtown BID and anchor
institutions.
Doug Knott
Development Administrator
City of Rochester
507.285.8233
dknott@rochestermn.gov

FIRM OVERVIEW
WE INVITE YOU TO EXPLORE THE
CHARACTER OF OUR WORK—
Since 1990, MKSK has made an impact on the design and
planning fields with creative solutions to a diversity of design
challenges. A combination of creative problem solving and
technical expertise has resulted in hundreds of built projects
on the landscape. With a studio of gifted professionals and a
guiding principle of design excellence, MKSK strives to raise
the standard of landscape architecture, land planning, and
urban design services.
The firm's success is based on a team of design and
planning professionals driven to push each project to a
higher level of quality. With backgrounds in landscape
architecture, planning, and urban design the staff brings
a broad range of skills, creativity and experience to each
project. From concept to construction detailing, strategic
planning to implementation, an emphasis on innovation is
the hallmark of our design studios.
The diversity of projects and the consistent high-quality
design expertise has created a growing sphere of recognition
and respect for MKSK in the industry. From urban parks
to environmental parks and from campus planning to
community planning, the work of MKSK has generated a
network of satisfied clients and users throughout the region,
the country and abroad. With the goal of meeting new design
challenges with fresh ideas, MKSK is at the forefront of the
profession, leaving as a legacy the beauty of its craft on the
land.
COLUMBUS
COVINGTON
INDIANAPOLIS
614.621.2796
859.957.0957
317.423.9600
MKSKSTUDIOS.COM

RICHARD ESPE, ASLA, LEED AP
Principal
RICK BRINGS A CAREER LONG COMMITMENT TO
IMPROVING THE QUALITY OF THE BUILT ENVIRONMENT
WHILE MINIMIZING THE IMPACT ON THE NATURAL
ENVIRONMENT. THROUGH EACH PROJECT HE STRIVES
TO FIND THE APPROPRIATE BALANCE WITHIN THE
INTERCONNECTEDNESS OF ENVIRONMENTAL, ECONOMIC,
AND SOCIAL SUSTAINABILITY, AND IMPLEMENTING
SUSTAINABLE DESIGN PRACTICES AS A VALUE-ADDED
PROPOSITION.
As Principal with MKSK, Rick concentrates his talents on
environmental, institutional campuses, and urban park
projects. Rick utilizes 30 years experience in the fields of
landscape architecture, planning, and urban design through
the management of complex educational and medical
campus projects. He has also designed and guided
to implementation many successful parks that have been
truly transformational to their communities.
EDUCATION
The Ohio State University, Summa Cum Laude
Bachelor of Landscape Architecture, 1982
REGISTRATION
Registered Landscape Architect, State of Pennsylvania
LEED Accredited Professional, U.S. Green Building Council
PROFESSIONAL AFFILIATIONS
American Society of Landscape Architects
Society for College and University Planning
BOARDS & COMMISSIONS
Kent State University CAED, Landscape Architecture
Advisory Committee
Ohio Chapter of ASLA Board, 2004-2007
RECENT PROJECTS
James Clarkson Environmental Discovery Center
White Lake Township, Michigan
Livingston Park Cultural Improvements
Columbus, Ohio
Nextedge Applied Research and Technology Park
Springfield, Ohio
The Ohio State University Wexner Medical Center &
Spirit of Women Park
Columbus, Ohio
National Road Commons
Springfield, Ohio
Miamisburg Riverfront Master Plan
Miamisburg, Ohio
Nationwide Children’s Hospital Children’s Garden
Columbus, Ohio
Wade Oval Restoration, University Circle
Cleveland, Ohio
A.B. Graham Memorial Park
Springfield, Ohio
MKSKSTUDIOS.COM

ANDREW KNIGHT, RLA
ANDY BELIEVES EACH PROJECT PRESENTS A UNIQUE
OPPORTUNITY TO BE EXPLORED, TO DISCOVER SOMETHING
NEW YET FAMILIAR, AND TO PROVOKE A HEIGHTENED
SENSE OF EMOTION.
Andy’s strengths lie in a holistic approach to design. His
experience with a variety of project types expresses an
integrated process where master planning, wayfinding,
landscape architecture, and architecture provide a larger
framework for design. His experience ranges from park
master planning and design, to urban design and site
specific projects. Andy’s inspiration comes from his
passion for high quality design through an integrated and
collaborative design process with clients, users, consultants,
contractors, and peers.
EDUCATION
The Ohio State University,
Master of Landscape Architecture, 2002
University of Tennessee,
Bachelors in Landscape Design, 1998
REGISTRATION
Registered Landscape Architect, Commonwealth of Kentucky
TEACHING
The Ohio State University,
Adjunct Professor, Design Studio, 2001-2004
University of Kentucky,
Adjunct Professor, Urban Design Studio, 2004-2008
RECENT PROJECTS
Blue Ash Summit Park
Blue Ash, Ohio
Hamilton Riversedge Park
Hamilton, Ohio
State Capitol Campus Security Master Plan
Charleston, West Virginia
Lexington Distillery District Feasibility Study
Lexington, Kentucky
Experience prior to MKSK:
Riverview Park
Louisville, Kentucky
McConnell Springs Wetland Park
Lexington, Kentucky
Portland Wharf Park Master Plan
Lexington, Kentucky
North Orange Park
Delaware, OH
Sunny Brook Park MP
Morehead, KY
Riverwalk Park MP
Bowling Green, KY
MKSKSTUDIOS.COM

2010 DOWNTOWN COLUMBUS STRATEGIC PLAN
Columbus, Ohio
PLANNING FOR CHANGE TODAY THAT
WILL CREATE A THRIVING DOWNTOWN
FOR THE FUTURE
The 2010 Downtown Columbus Strategic Plan articulates
an overall vision for the future that builds on current
momentum to create a vibrant and economically sustainable
downtown. The planning team conducted an interactive
public process, hosting three town hall meetings and gaining
input from more than 600 participants. The 10 Principles,
12 Ideas and 8 Strategies that emerged will guide the
revitalization of Downtown Columbus for the next 10 years.
Highlights of the visionary plan include continued investment
in greenways and parks, developing a creative campus and
mixed use and residential district centered on museums,
educational and cultural anchors, and public realm
improvements to downtown’s signature thoroughfares.
Columbus City Council unanimously approved the plan, citing
its comprehensive nature and its bold vision for the future.
Outcomes:
• Funded $35.5M Main Street Dam Removal &
Greenway Plan Implementation
• Funded Focus Area Development Plans including:
Scioto Peninsula Master Plan, Southeast Downtown
Framework Plan, Creative Campus Master Plan
• $3.5M in funded streetscape improvements
CLIENT
CONTACT
PHONE
YEAR
Columbus Downtown Development Corp.
Amy Taylor, Chief Operating Officer
614.645.3942
2010
MKSKSTUDIOS.COM

2012 DOWNTOWN COLUMBUS STRATEGIC PLAN
Columbus, Ohio
12 IDEAS
STRATEGIC PLAN
IMPLEMENTATION TO DATE
01 CREATE NEW
SOUTHEAST DOWNTOWN
GATEWAY
The South East Area of Downtown
Columbus will be transformed by the
!-70/71 Innerbelt project, creating
two new gateway opportunities into
downtown.
Master Plan being conducted now, led by
the Discovery District SID.
02 ENCOURAGE INFILL
HOUSING AROUND
TOPIARY PARK
Surrounded on two sides by surface
parking Topiary Park has the potential
to be a catalyst for residential
redevelopment of these underutilized
parcels.
Discovery District SID working with
property owners and area corporations on
a parking garage study to free up surface
parking lots for redevelopment around the
edges of the park.
03 ESTABLISH A
CREATIVE CAMPUS
Establish a Creative Campus to
connect business, institutional and
educational campuses to create a
cohesive neighborhood.
Streetscape improvements in design phase.
Involved working with Columbus College of
Art and Design and the Columbus Museum
of Art to integrate improvements into their
respective master plans that coincided with
the Downtown Plan of the park.
04 REDEFINE BROAD
STREET AS THE SPINE
OF THE CITY
Reinvent Broad Street as a grand
thoroughfare by activating the
streetscape, encouraging pedestrian
activity and including green space.
Capital Crossroads Special Improvement
District convened Broad Street property
owners to review concept plan and
complete more detail design documents
based on needs and desires of Broad
Street constituents. Finished plan in
2011, now being folded into the City’s
Downtown Action Plan that is making road
improvement funding recommendations
(Broad, High, Front are prioritized for
improvements based on Downtown Plan
recommendations). This is underway.
05 RESTORE
HIGH STREET AS
DOWNTOWN’S
COMMERCIAL CORRIDOR
Rejuvenate streetscape, reduce bus
traffic. Implement on-street parking to
stimulate ground floor retail.
On-street parking reinsertion to serve
storefronts being implemented by City,
championed by retailers, SIDs, Central Ohio
Transit Authority.
06 REPLACE HIGH
STREET TRANSIT MALL
WITH A DOWNTOWN
TRANSIT CENTER
A transit center downtown will allow
for centrally-located, convenient
transfers and serve as a boost to
economic development.
Studied in 2011 by COTA, decided to
take interim step of stop consolidation,
rerouting, to take pressure off High Street
corridor and add on-street parking.
MKSKSTUDIOS.COM

2012 DOWNTOWN COLUMBUS STRATEGIC PLAN
Columbus, Ohio
12 IDEAS
STRATEGIC PLAN
IMPLEMENTATION TO DATE
07 INVESTIGATE THE
CREATION OF A MULTI-
MODAL STATION
Improved local, regional and national
rail connectivity is important for the
future of Downtown Columbus and
central Ohio as a whole.
Funded by Federal, money sent back by
current Governor of Ohio.
08 DEVELOP A
DOWNTOWN BIKE
STATION
A bike station would encourage and
promote cycling as an alternative to
automobile transportation.
$500 million grant from US Dept. of
Energy to install nearly 300 bike parking
places in downtown through both shelters,
covered garage parking, and standard
racks. Shelters (7) have green roofs and
incorporate public art. Should be installed
in 2012.
09 BUILD A DOWNTOWN
FIELD HOUSE
A dedicated sports facility adjacent
to the greater Columbus Convention
Center would expand both sports and
convention business opportunities.
The Convention Center Authority is
concentrating on completing the 500-room
full service downtown Hilton Hotel which
opens later this year. After which they
have discussed making the Sports Center
a priority.
10 CONNECT THE ARENA
DISTRICT TO THE SCIOTO
PENINSULA
A pedestrian bridge would link two
activity centers and provide an
opportunity to enhance downtown’s
skyline.
Designed and 12 million funded.
11 CONTINUE THE
DEVELOPMENT OF THE
SCIOTO PENINSULA
A revitalized Scioto Peninsula could
become a new gateway to Downtown
and help to catalyze redevelopment on
the west side of the Scioto River.
Underway with cooperation from City,
County, Veterans Memorial, and Columbus
Downtown Development Corp.
12 TRANSFORM THE
SCIOTO-OLENTANGY
GREENWAY CORRIDOR
Removal of the Main Street Dam
would reclaim 45 acres of green
space. Removal of the 5th Street Dam
reconnects greenway to the Ohio State
University. Restores use and access to
the river corridors. Supports the 2.5
Billion Wet Weather Management plan
investment.
Main Street Dam: Feasibility Study
complete, led by City and Columbus
Downtown Development Corp.. $35 million
funded, detailed design work underway.
MKSKSTUDIOS.COM

SCIOTO MILE
Columbus, Ohio
UNIQUE FEATURES TURN A DETERIORATING
DOWNTOWN RIVERFRONT INTO A
DELIGHTFUL DESTINATION
Located in the heart of downtown Columbus, the Scioto Mile
is an urban oasis of lush parkland. Stretching along the
riverfront from the Arena District to the Whittier Peninsula,
the Scioto Mile reconnects downtown to the Scioto River
through an integrated system of parks, boulevards, bikeways
and pedestrian paths.
The Scioto Mile project reclaims the riverfront and plays an
essential role in the revitalization of downtown by offering
a vibrant public destination. The Promenade runs south on
Civic Center Drive from Broad Street with intimate gardens,
relaxing park swings and benches, and elegant bronze fish
fountains, becoming the most romantic place to watch a
sunset in Central Ohio. The historic Bicentennial Park space
renovation features a restaurant, amphitheater, rose garden,
and signature dynamic fountain, which offers numerous
water play experiences. During the evening, LED lights and
a projector system display images on the fountain, adding
drama to the downtown skyline. The amphitheater and
event lawn are used for weekend activities and events,
movies in the park, and concerts. Green infrastructure
components have contributed to the success of the Scioto
Mile. By removing 1,000-linear-feet of concrete revetment
and deteriorating floodwall, three acres of parkland were
recovered and 600-linear-feet of bio-retention were installed
to improve water quality and enhance river edge restoration.
Outcomes:
• 2012 James B. Recchie Design Award; 2011 OCASLA
Award of Excellence; 2011 OPRA Award of Excellence
CLIENT
CONTACT
PHONE
YEAR
Columbus Downtown Development Corp
Guy Worley, CEO
614.545.4700
2011
MKSKSTUDIOS.COM

SCIOTO MILE
Columbus, Ohio
CLIENT
CONTACT
PHONE
YEAR
Columbus Downtown Development Corp
Guy Worley, CEO
614.545.4700
2011

SCIOTO MILE
Columbus, Ohio
CLIENT
CONTACT
PHONE
YEAR
Columbus Downtown Development Corp
Guy Worley, CEO
614.545.4700
2011

SCIOTO MILE
Columbus, Ohio
CLIENT
CONTACT
PHONE
YEAR
Columbus Downtown Development Corp
Guy Worley, CEO
614.545.4700
2011

SCIOTO AUDUBON METRO PARK
Columbus, Ohio
UNIQUE PARK AND BIRD SANCTUARY
TRANSFORMS A FORMERLY BLIGHTED
URBAN INDUSTRIAL SITE
The Scioto Audubon Metro Park is 160 acres of reclaimed
urban Brownfield adjacent to the Columbus downtown
business district. The open space is positioned within a
unique riverine ecosystem on the Whittier Peninsula of
the Scioto River and provides an incredible diversity of
restored natural wetland and prairie areas. Walking trails,
wetland boardwalks, and bike paths connect to the regional
bikeway system, adjacent neighborhoods, and downtown.
The park offers many different ways for visitors to enjoy
the space including an aviary habitat observation deck, land
lab wetland environs, climbing wall complex, observation
tower, hierarchy of trail systems, volleyball, open recreation
athletic fields, boat ramp, fishing pier, custom tensile shade
structures, play equipment, picnic facilities, dog park, and
restorative native plantings and prairie. The vision for
this unique urban park space included wetland habitat
restoration and establishing a living laboratory within an
integrated educational environment. Everything designed
within the park is a lesson in sustainable development
and conservation through the use of innovative ‘green’
technologies. To allow visitors to easily navigate the site, a
comprehensive park-wide signage and wayfinding system
was also developed.
Outcomes:
• 2010 OCASLA Award of Excellence
CLIENT
CONTACT
PHONE
YEAR
Columbus and Franklin County Metro Parks
Larry Peck, Deputy Director
614.895.6232
Ongoing
MKSKSTUDIOS.COM

SCIOTO AUDUBON METRO PARK
Columbus, Ohio
MASTER PLAN
CLIENT
CONTACT
PHONE
YEAR
Columbus and Franklin County Metro Parks
Larry Peck, Deputy Director
614.895.6232
Ongoin
MKSKSTUDIOS.COM

SCIOTO AUDUBON METRO PARK
Columbus, Ohio
CLIENT
CONTACT
PHONE
YEAR
Columbus and Franklin County Metro Parks
Larry Peck, Deputy Director
614.895.6232
Ongoing
MKSKSTUDIOS.COM

SCIOTO AUDUBON METRO PARK
Columbus, Ohio
CLIENT
CONTACT
PHONE
YEAR
Columbus and Franklin County Metro Parks
Larry Peck, Deputy Director
614.895.6232
Ongoing
MKSKSTUDIOS.COM

RIVERSCAPE PH III ENTERTAINMENT PAVILION & BIKE HUB
Daton, Ohio
ENTERTAINMENT AND RECREATION
VENUE COMPLETES A CITY’S URBAN
RIVERFRONT REDEVELOPMENT PLANS
This is the third and final riverfront redevelopment
component of the downtown Dayton Riverscape initiative.
The site has been programmed and master planned to
accommodate large regional community events which have
attracted 250,000+ people over periods of several days
for festival celebrations. Brownfield site remediation was
addressed by raising a significant portion of the parcel to
the existing flood levy and bikeway elevation. This provided
direct, ADA accessibility to the regional bikeway system and
tremendous views of the converging river corridors.
Permanent park amenities including a 15,000 s.f.
Entertainment Pavilion and 5,200 s.f. Bike Hub. The Bike
Hub is a LEED Silver certified building complete with green
roof and has been designed to accommodate year-round,
programmed activities including services for bicyclists,
park users, ice skating rink equipment storage, and event
performance storage. The pavilion tensile structure provides
open air views of the Great Miami River and shelter for a
seasonal ice skating rink.
Overall design and development for RiverScape Phase III is
sensitive to existing adjacent development initiatives and
future riverfront projects to ensure that the synergy created
by the Downtown Dayton Partnership continues well into the
future.
Outcomes:
• 2010 OPRA Award of Excellence
• 2011 OCASLA Honor Award
CLIENT
CONTACT
PHONE
YEAR
Five Rivers MetroParks
Rebecca A. Benná, Executive Director
937.275.7275
2007
MKSKSTUDIOS.COM

RIVERSCAPE PH III ENTERTAINMENT PAVILION & BIKE HUB
Daton, Ohio
CLIENT
CONTACT
PHONE
YEAR
Five Rivers MetroParks
Rebecca A. Benná, Executive Director
937.275.7275
2007
MKSKSTUDIOS.COM

RIVERSCAPE PH III ENTERTAINMENT PAVILION & BIKE HUB
Daton, Ohio
CLIENT
CONTACT
PHONE
YEAR
Five Rivers MetroParks
Rebecca A. Benná, Executive Director
937.275.7275
2007
MKSKSTUDIOS.COM

RIVERSCAPE PH III ENTERTAINMENT PAVILION & BIKE HUB
Daton, Ohio
CLIENT
CONTACT
PHONE
YEAR
Five Rivers MetroParks
Rebecca A. Benná, Executive Director
937.275.7275
2007
MKSKSTUDIOS.COM

RIVERSCAPE RIVER RUN ACCESS AREA IMPROVEMENTS
Dayton, Ohio
BLUE TRAIL RECREATION DESIGN
ALONG DOWNTOWN DAYTON’S RIVER
CORRIDOR
The RiverScape River Run Access Area Improvements
project was identified and highly prioritized in the Greater
Downtown Dayton Plan. The blue trail access enhancement
project is a logical next step in building upon Five Rivers
MetroParks’ and the Downtown Dayton Partnership’s
previous successful urban riverfront development projects
that have brought a sense of community back to the region.
and coordination, bidding assistance, and construction
administration services. The planning and design process is
including the extensive engagement of a community based
steering committee and stakeholder interviews to both
solicit input and ensure local acceptance and support of
proposed enhancements.
The ultimate goal of the project is to create vibrancy and
a sense of place along the urban riverfront, and to help
businesses attract and retain the talented workforce they
need to build Dayton’s new economy.
The project will enhance river access at four locations along
the Great Miami River for kayaking and other recreational
watercraft as well as provide improved urban connectivity to
the regional bikeway/greenway system. MKSK is providing
conceptual design, construction documents, permitting
CLIENT
CONTACT
PHONE
YEAR
Five Rivers MetroParks
Rebecca Benná, Executive Director
937.275.7275
Ongoing
MKSKSTUDIOS.COM

EDUCATION
Master of Urban and Regional
Planning; Portland State
University
Bachelor of Science, Geography
and Anthropology; California
State Polytechnic University
SPECIALTIES
• Project management
• TDM planning & analysis
• Public/private partnerships
• Organizational development
• TMA feasibility
• Community Improvement
District formation and
operation
• Public/stakeholder
engagement
PROFESSIONAL
AFFILIATIONS
Transportation Research Board,
Transportation and Air Quality
Committee Member
Association for Commuter
Transportation
American Planning Association
American Institute of Certified
Planners
Returned Peace Corps Volunteer
Association
Joddie Gray has over 18 years of experience in transportation planning,
community development and travel behavior change and has worked for
UrbanTrans for ten years. She specializes in transportation demand
management (TDM) policy development, planning, marketing and program
implementation. She also has experience in developing bicycle and
pedestrian plans, creating public-­‐private partnerships and administering
community/business improvement districts. Ms. Gray has served in a
project leadership role in a wide array of transportation management
projects for a diverse base of clients and has a reputation for facilitating
effective partnerships that leverage the strengths of all stakeholders.
REPRESENTATIVE PROJECT EXPERIENCE
Downtown Atlanta Parking Management Action Plan; Atlanta, GA.
Project Manager for the development of a Downtown Atlanta Parking
Management Action Plan. Tasks included survey research, stakeholder
outreach, best practices research and in-­‐depth analysis of how the existing
parking and Downtown transportation system functions. The resulting
Plan detailed the parking environment and how to optimize the parking
supply, while supporting increased ridesharing, transit, walking and
bicycling. Recommendations consisted of public and private actions
needed to implement the plan, including zoning changes, public
infrastructure investment and appropriate parking projects and incentives.
Clemson University Parking and Transportation Study; Clemson, SC.
Project Manager for the development of alternative transportation
strategies to complement an overall parking management strategy. Tasks
included working closely with University and Parking officials on future
growth projections, student needs and transit operations.
Recommendations focused on parking demand strategies and general
improvements to the campus multi-­‐modal system.
Pedestrian Handbook for Colorado Transportation Management
Associations (TMA); CO. Developed a handbook, funded by CDOT, to assist
Colorado TMAs in better addressing pedestrian issues within their service
areas. The guide assisted TMAs in identifying pedestrian needs, defining
appropriate solutions and implementing results.
Augusta-­‐Richmond Regional Bicycle and Pedestrian Plan; Augusta, GA.
Project Manager for the development of a regional bicycle and pedestrian
plan for Columbia County and Richmond County, GA and Aiken County, SC.
Planning tasks included an analysis of existing conditions, development of
design standards and a comprehensive listing of projects and programs to
facilitate bicycle and pedestrian travel in the region. The plan also included
innovative polices and implementation strategies with methods for on-­going
evaluation of the region’s non-­‐motorized transportation system.
Public and agency involvement was a key factor in the plan’s success.
1

Atlanta Regional Bicycle and Pedestrian Plan Update; Atlanta, GA. Project Manager for the Atlanta Regional
Commission’s bicycle and pedestrian plan, updating their public involvement program and strategy development. An
extensive public involvement program was conducted, in accordance with federal guidelines, including web page
information, newsletters, presentations and surveys. All activities were coordinated with the regional bicycle and
pedestrian task force.
West Seattle In Motion Campaign; King County, Washington. Project Director for the West Seattle In Motion
Campaign. Oversaw all aspects of program design, implementation and evaluation. The In Motion program
encourages residents to incorporate transportation choices such as walking, biking, ridesharing and transit into their
daily travel by providing program participants with customized transportation information and resources. The West
Seattle campaign targeted 7,000 households and had an 18 percent participation rate and a 28 percent reduction in
drive alone travel. 85 percent of participants said, in the after survey, that they plan to continue their new travel
patterns.
TDM Migration Fund Plan and Pilot Program; Halifax, NS. Managed a broad based study and a short-­‐term pilot
program to determine how the Halifax Regional Municipality (HRM) can develop new, non-­‐traditional sources of
funding for TDM programs. Municipalities in Canada have traditionally employed TDM techniques in absence of any
consistent, stable funding structure, resulting in a funding gap for sustainable transportation programs. The TDM
Migration Study determined preferred fund elements and the most appropriate way to implement such a fund within
HRM’s administrative structure. The project tasks included a best practices review, detailed administration and
economic analysis, public opinion surveys and focus groups as well as development of a pilot program.
Long Term Transit Strategy; Region of Durham, ON. Project Director for the development of TDM strategies to
increase the effectiveness of transit investments identified in the Region of Durham Long Term Transit Strategy.
Durham is a large, suburban community east of Toronto that is actively working to provide more travel options to its
commuting residents. To assist with that goal, UrbanTrans developed strategies that included marketing and
promotions on an individual and community scale; bicycle and pedestrian planning and access strategies to transit
stations; parking demand reduction strategies and policy language and supporting guidelines to make implementation
of the strategies more probable.
Dalhousie University; Halifax, NS. Project Manager for TDM efforts related to the Dalhousie University TDM and
parking plan. The TDM plan was developed through a process that included understanding Dalhousie’s transportation
conditions; the travel behavior of students, faculty and staff; and identification of TDM and transportation best
practices from universities throughout North America. This information was used to develop a series of TDM program
recommendations. The TDM plan consisted of a collection of individual but related modal strategies that included:
• Improved parking management
• Ride share/carpool marketing and support
• Employee/student bus plan
• Active transportation
• Travel avoidance
• Shuttles
• Improved utilization of University owned fleet vehicles
Working with faculty, staff and students goals were developed so the TDM plan can be evaluated against measurable
sustainability targets.
Contemporary Approaches to Parking Pricing: A Primer: Washington, DC. Project Director for the development of a
primer, commissioned by the Federal Highway Administration, that discussed current practices in parking pricing,
available technology to assist with the implementation of parking pricing programs, options to encourage developers
and employers to implement parking pricing, options for dealing with preferred users and recommendations for
obtaining public acceptance for parking pricing programs.
2

EDUCATION
Master of Urban Planning;
University of Kansas,
Lawrence
Bachelor of Science, Civil
Engineering; University of
Colorado, Boulder
SPECIALTIES
• TDM data and program
analysis
• TDM program
development
• Collecting stakeholder
input
PROFESSIONAL
AFFILIATIONS
American Planning Association
Member since 2001
American Institute of Certified
Planners (AICP)
Mr. Kaufman is the Director of Planning and has nine years of experience in
transportation planning. He specializes in the development and evaluation
of transportation demand management (TDM) programs, utilizing his
extensive experience in data collection and the analysis of both
quantitative and qualitative data to develop effective programs and
evaluation methodologies.
Mr. Kaufman has experience developing TDM programs for major
redevelopment sites, shopping centers, urban corridors, office
developments, cities, counties and regions. He has been involved in TDM
implementation as it pertains to environmental assessments and impact
statements, redevelopment applications and basic congestion mitigation
programs.
REPRESENTATIVE PROJECT EXPERIENCE
Downtown Syracuse TDM Plan; Syracuse, NY. Worked with key
stakeholders to develop TDM recommendations for downtown Syracuse.
Activities included public outreach with downtown employers, property
owners and managers, business groups, parking management firms and
government agencies. Outreach efforts included development and analysis
of a community survey, interviews with stakeholders and public meetings.
Developed TDM program recommendations based on community and
government input, review of best practices, analysis of transportation
system data and available funding. Worked with community groups and
government agencies to develop an implementation plan and identify an
agency willing to oversee TDM efforts.
Halifax Regional Municipality TDM Migration Fund Study; Halifax, Nova
Scotia, Canada. Participated in a study to identify and test options to
charge fees to vehicle drivers and use the resulting revenue for the
implementation of TDM services. Activities included the identification of
pricing scenarios, surveys to determine community transportation
preferences and priorities, community focus groups to identify potential
concerns with the various pricing scenarios, development and
implementation of a pilot fee program and final program
recommendations.
Missoula in Motion Program Analysis; Missoula, MT. Led a study to
analyze the Missoula in Motion (MIM) TDM program and provide
recommendations for program enhancements. Study efforts included
outreach to stakeholders via workgroups, interviews and surveys; review
of program services and budget; analysis of program results and data
collection methodologies; and a SWOT analysis. Collected data were used
to develop program service, marketing and analysis recommendations.
Also conducted a training with MIM staff to help them improve their
program measurement methodology.
1

Borough of Media; Media, PA. Assisted in the development of the TDM element of a parking management plan for
the Borough of Media. Developed survey instruments and outreach efforts to collect information to guide the creation
of the TDM recommendations designed to decrease parking demand within the Borough. Utilized the EPA’s
COMMUTER model to estimate the parking-­‐reduction impacts associated with implementation of the recommended
TDM plan. Developed a cost benefit analysis to compare the benefits associated with the implementation of the
recommended TDM plan versus the construction of new parking facilities.
Bicycle Parking Needs Assessment, University of Kansas Transportation Center; Lawrence, KS. Inventoried existing
bicycle parking facilities, estimated bicycle parking needs, researched national bicycle parking standards and applied
all applicable information to the development of a bicycle parking standards and needs report for the city of
Lawrence, Kansas.
City of Kitchener TDM Plan; Kitchener, Ontario, Canada. Assisted in the development of a transportation demand
management plan for the City of Kitchener. Development of the plan included an in-­‐depth analysis of existing and
future conditions, stakeholder outreach, estimation of resources to support plan implementation and review of best
practices throughout North America. The final plan included short-­‐ and long-­‐term recommendations, program cost
estimates, program benefit estimates and an analysis of potential risks.
Contemporary Approaches to Parking Pricing: A Primer; FHWA, DC. Led the development and served as lead author
for a primer entitled, Contemporary Approaches to Parking Pricing: A Primer, for the Federal Highway Administration
as part of its outreach efforts to educate government agencies about the benefits of congestion pricing. The primer
provided an overview of the current practices in parking pricing, available technology to assist with the
implementation of parking pricing programs, options to encourage developers and employers to implement parking
pricing, options for dealing with preferred users, and recommendations for obtaining public acceptance. The primer
also included case studies with information on innovative parking programs being implemented in the United States.
Halton Region Developer TDM Guidelines: Halton Region, ON. Currently leading a study to identify a process through
which developers can be encouraged or mandated to implement TDM programs and install TDM-­‐supportive
infrastructure. The study process includes a review of development review processes throughout North America that
mandate developer participation in TDM. Significant emphasis is being placed on involvement from Region staff and
local municipalities within the region. Outreach efforts have included interviews, workshops and a survey.
Recommendations are being developed based on best practices, stakeholder input, available resources, current
processes and development realities. The final recommendations will outline a process through which developers can
be encouraged to implement TDM strategies and/or TDM-­‐supportive infrastructure. Options being considered include
mandates and incentives. The final plan will also identify the level of support that should be provided to developers to
assist them with the identification of TDM programs and supportive infrastructure that are applicable to their site and
options to enforce long-­‐term commitment to promised TDM investments.
Downtown Wichita Parking Plan; Wichita, KS. Developed TDM program recommendations to reduce parking demand
in Downtown Wichita. Program recommendations focused on trips associated with the new INTRUST Bank Arena and
nearby convention center. Study activities included an analysis of successful event-­‐based TDM programs in North
America, an existing conditions review, a community survey, analysis of employee and event attendee travel behavior,
stakeholder meetings and the development of short-­‐ and long-­‐term TDM program recommendations and suggested
marketing materials.
Transportation Demand Management Strategic Plan, Denver Regional Council of Governments; Denver, CO.
Developed, with regional stakeholders, a 25-­‐year strategic plan to guide transportation demand management
activities in the Denver region. Analyzed the benefits associated with various TDM activities and demographic data in
order to make program recommendations.
2

URBANTRANS FIRM OVERVIEW
Our Mission: “To create sustainable environments by developing
and advancing innovative transportation solutions.”
UrbanTrans North America (UrbanTrans) is a woman operated and owned urban and transportation
planning and social marketing firm with North American offices in Atlanta, Toronto, Denver, and
Washington, D.C. UrbanTrans specializes in innovative transportation solutions, with a focus on multimodal
transportation planning, demand management programs, market-based policies, stakeholder
outreach and strategic planning. Additionally, UrbanTrans develops and implements marketing plans
and campaigns specifically designed to alter travel behavior. Our audience-focused marketing strategies
produce solutions designed to create sustainable travel behavior that improves our environment and
communities. Our clients include public agencies, commercial developers, special-purpose districts,
metropolitan planning organizations, employers and transportation management associations (TMAs).
UrbanTrans has a reputation for developing effective, non-traditional transportation solutions that
maximize the performance of existing transportation investments and enhance travel options. Our
philosophy is that increasing the availability and viability of convenient travel choices for all travelers
benefits communities, employers, developers and citizens by reducing transportation infrastructure
spending, alleviating congestion and improving air quality. Developing a balanced, multi-modal
transportation system also supports more efficient and flexible land use alternatives for both public
agencies and commercial developers.
Project:
Client:
Downtown Syracuse TDM and Parking Management Study
Syracuse Metropolitan Transportation Commission; Syracuse, New York, USA
Downtown Syracuse identified a likely future shortage in parking based on anticipated development
within the city’s core. In addition, certain geographic areas within the core already suffered from parking
shortages. UrbanTrans was hired to lead the effort to identify how best to manage the parking and
transportation needs of residents, employees and visitors in downtown Syracuse through the
application of TDM strategies, including, but not limited to, the formation of a TMA.
As part of the study process UrbanTrans identified and reviewed existing transportation services;
conducted one-on-one interviews with employers, property managers, developers and transportation
agencies in the area; designed, managed and evaluated surveys of area employers and employees;
analyzed area-wide transportation and development trends; reviewed transportation best practices in
similar communities; and conducted multiple stakeholder meetings.
The study determined that many transportation services existed but were not being coordinated or
effectively marketed to area travelers. While the study identified the need for transportation demand
management services, it also found that a TMA was not likely to be effective. A transportation
stakeholders’ organization was recommended to encourage better coordination of transportation
services and to advocate for infrastructure and service improvements. Recommendations were also
made to improve bicycle parking, develop a guaranteed ride home service, develop a Website to
consolidate transportation information, and conduct specialized marketing campaigns and challenges.
Additional strategies were recommended with the long-term goal of reducing parking demand by 200
spaces.

Project:
Client:
Harriman Campus TMA Feasibility Study
Capital District Transit Authority; Albany, New York, USA
UrbanTrans conducted an assessment to determine the feasibility of a transportation management
association (TMA) to serve the Washington Avenue Corridor in Albany, New York. The study was
conducted on behalf of the Capital District Transportation Authority in partnership with local
stakeholders including the State of New York, retailers, and the State University of New York (SUNY) –
Albany. UrbanTrans completed one-on-one interviews with employers, property managers, developers
and universities in the area; conducted employer and employee surveys and analyzed area-wide
transportation and development trends to assess the feasibility of a long-term financially and politically
sustainable TMA.
The study found that current conditions are unlikely to support a TMA. In response, UrbanTrans
developed a series of interim recommendations to address congestion within the study area and
identified triggers that must be met before a TMA will become an effective option for addressing
transportation issues. The plan also included a business plan to assist with the implementation of a
potential TMA in the future.
Project:
Client:
Contemporary Approaches to Parking Pricing: A Primer
Federal Highway Administration; Washington, DC, USA
The Federal Highway Administration (FHWA) is actively working to educate government agencies
throughout the United States of the benefits associated with congestion pricing policies. As part of this
effort, FHWA hired UrbanTrans to develop a primer that discussed current practices in parking pricing,
available technology to assist with the implementation of parking pricing programs, options to
encourage developers and employers to implement parking pricing, options for dealing with preferred
users and recommendations for obtaining public acceptance for parking pricing programs. The primer
also included case studies with information on innovative parking programs being implemented in the
United States in cities such as Seattle; San Francisco; Washington, DC and Aspen. The primer was well
received and UrbanTrans staff have been invited to presented information from the primer at the IPI,
ACT and TRB annual conferences. In addition, the information has been presented as part of an IPI
Webinar.
References
Lydia Thornton
Employer & Vanpool Services Manager
511 Rideshare
70 Washington Street, Ste. 407
Oakland, CA 94607
(510) 273-3620 Office
Sean McIntosh
Atlantic Station Association Manager/CB Richard Ellis
271 17 th Street, Suite 575
Atlanta, GA 30363-1032
(404) 898-2500

http://www.mower.com/
Member
with offices worldwide
ABOUT EMA
Public projects that involve any sort of change, dislocation, inconvenience or cost to the public
invariably create controversy, as both support and opposition confront each other in the court of public
opinion.
Depending on the amount and intensity of that controversy, outcomes may include project delays,
operating difficulties, the imposition of new or more onerous or complex compliance requirements and
ultimately, increased costs.
In today’s climate, properly designed and executed public information programs are a necessity for any
public project, serving as a critical component of project cost control. To be effective, these programs
must be proactive and anticipatory of potential issues. It is fundamental to human nature that people
(and especially political leaders) respond poorly to surprises and instinctively react defensively or
negatively to them.
People invariably deal much better with clear fact-based information (no matter how potentially negative
it may be) than they do with uncertainty and vague or imprecise answers.
With those overarching principles in mind, it’s easy to see how and why communications that are “too
little, too late” create anger. And as everyone knows, attempting to persuade angry people is many
orders of magnitude more difficult than dealing with calm and rational ones.
From years of experience in the most difficult communications arena – crisis management – we advise
the best way to deal with potentially difficult questions is to answer them before they are asked.
And the best way to deal with potentially controversial issues is to address them by communicating
information early and often. These two concepts are fundamental to the strategies that Eric Mower +
Associates’ Public Relations and Public Affairs group has successfully employed in countless
engagements over the years.
In the course of designing an effective public information campaign for your project, EMA public
relations and public affairs specialists will also assist you in three other vital ways:
1. Preparing your key messages
2. Coordinating the execution of time-sensitive tactics, and
3. Providing counsel to aid you in better upfront decision-making.
From strategic counsel to grassroots community relations in New York State, our Public Relations and
Public Affairs group’s extensive experience in the areas of community relations, with particular
emphasis on environmental, facility siting and economic development issues, spans a wide spectrum of
situations relevant to any public works project.
Eric Mower + Associates | Public Relations + Public Affairs

Page 2
Supporting Public Projects
Our Experience and Qualifications
Eric Mower + Associates’ Public Relations and Public Affairs ranks in the top 50 PR firms in the US (out
of more than 10,000) according to PR Week, the leading industry journal.
With four of our seven offices in Buffalo, Rochester, Syracuse and Albany, EMA possesses extensive
community relations, public affairs and issues management experience across New York State to a
degree unmatched by any other PR organization. With nearly 30 professionals based across Upstate
New York, our statewide presence makes us uniquely qualified to support clients on all types of issues,
especially those facing difficult community or regional issues or those that are closely tied to local and
state government initiatives and activities.
Our clients succeed when the communications, legal, regulatory, political and operational functions are
all functioning as part of a coordinated team – sharing information and ideas, participating in strategy
development and working together to execute a winning plan. As Ben Franklin said after signing the
Declaration of Independence, “We must all hang together, or most assuredly we will all hang
separately."
The scope and depth of some recent EMA engagements best illustrates our qualifications:
The I-81 Challenge – Syracuse NY
EMA was retained by the Syracuse Metropolitan Transportation Council (SMTC) to handle all outward
public communication in order to conduct a public outreach and involvement effort for the
redevelopment of the I-81 Corridor on behalf of the New York State Department of Transportation.
SMTC is the designated Metropolitan Planning Organization [MPO] for the Central New York region.
Since 2010, The I-81 Challenge has advanced the community discussion about the future of I-81, the
elevated interstate highway cutting through the heart of the city of Syracuse. Information about the
existing conditions of the highway and the regional transportation system is being collected and an
understanding of the community’s values, goals, and ideas developed through a regional public
involvement process. All of this information will be used to generate a wide range of options for the
future of the highway and a set of criteria for evaluating them.
The I-81 Challenge is widely recognized as the most inclusive and most comprehensive public
information and public involvement initiative ever conducted in Central New York. Public involvement
has numbered in thousands of citizens participating in forums, open houses and community group
gatherings. In contrast, the original 1960s construction of I-81 was done with no public involvement,
and left behind a legacy of bitter feelings as entire neighborhoods were destroyed to make room for the
Interstate.
The I-81 Challenge is composed of three separate but integrated efforts focused on developing a clear
understanding of the current conditions of the I-81 corridor, the full complement of potential options for
improving the corridor, and the potential impacts of any course of action. The efforts include:
The I-81 Corridor Study - a review of the highway’s existing conditions and issues and an analysis of
potential options (including those suggested by the public) for the future of the corridor.
Eric Mower + Associates | Public Relations + Public Affairs

Page 3
Supporting Public Projects
The I-81 Public Participation Program - a public outreach and involvement effort, led by the Syracuse
Metropolitan Transportation Council (SMTC), to give residents of the City of Syracuse and Onondaga
County a place to learn about I-81 and voice their ideas about future options.
The I-81 Travel Demand Modeling Effort - a technical project in which the SMTC will use computer
simulation to see how future options affect the transportation network.
EMA has helped maximize the amount of public involvement with this project by organizing public
meetings, gathering facts from multiple stakeholders and members of the community, and synthesizing
that information into effective written and graphic materials that have been used both in print and online
for a range of purposes.
Website: http://thei81challenge.org/
The CenterState Corporation for Economic Opportunity (CenterState CEO)
EMA was enlisted to help rename and create a new corporate identity for what was previously known
as the Syracuse Metropolitan Development Agency (MDA) following its merger with the Greater
Syracuse Chamber of Commerce. The objective was to counter the prevailing notion that the MDA was
a Syracuse-centric entity of limited scope and reach. It was important to emphasize that the new
organization would serve the needs of a much-wider 12-county “Centerstate” region encompassing
Central and Northern New York, the Upper Mohawk Valley and the eastern Finger Lakes.
EMA developed the new name and logo of the combined organization and helped it rebrand itself as
the preeminent economic development entity in the Centerstate region.
CenterState CEO represents more than 2,000 members and serves as the region's primary economic,
community and business development catalyst. Its goal is to work to achieve regional growth and total
community prosperity through partnerships, planning and problem solving.
CenterState CEO provides business expansion, retention, and attraction services and financing
assistance to companies with a focus on the region’s most competitive and emerging industry sectors.
It drives a multi-county regional growth strategy by partnering with a network of business leaders, public
officials and economic development allies.
In addition to the rebranding efforts, EMA also recently partnered with CenterState CEO creating and
sponsoring the Market Ready Award at Startup Labs Syracuse, an international program being brought
to the U.S. for the first time by CenterState CEO.
The Market Ready Award will be given to the Startup Labs Syracuse company that demonstrates it is
most ready for launch. Selected by senior marketing strategists at EMA with advice from the Startup
Labs advisory team, the Market Ready Award winner will receive a suite of branding and marketing
services valued at $50,000, granting the winner access to an experienced team of professionals to help
them navigate the uncertain waters of starting a new business.
Website: http://www.centerstateceo.com
Eric Mower + Associates | Public Relations + Public Affairs

Page 4
Supporting Public Projects
City of Cohoes, NY
EMA worked with former Cohoes Mayor, John McDonald, to help redesign the image of the city of
Cohoes. Work included strategic counsel, creating a new slogan (Cohoes: A community that cares) and
designing a new logo for the city to use on its website, stationary and signage.
Activities involved working with city stakeholders as well as civic and community leaders to develop a
strategy to revitalize the once robust downtown.
Website: http://www.cohoes.com/
EMA Account Staff for Capitalize Albany:
Sean Casey, Partner, Senior Counselor Public Relations + Public Affairs
Brendan Kennedy, Senior Account Supervisor PR / EMA Insight
References:
John McDonald
New York State Assembly (108th Assembly District)
Former Mayor of Cohoes
Email: mcdonaldj@assembly.state.ny.us
Phone: 518-455-4474
Heather Briccetti
President and CEO. The Business Council of New York State
152 Washington Avenue, Albany, NY 12210
Email: heather.briccetti@bcnys.org
Phone: 518-465-7511
James D’Agostino
Executive Director, Syracuse Metropolitan Transportation Council
126 N. Salina Street, Syracuse NY 13202
Email: jdagostino@smtcmpo.org
Phone: 315-422-5716
Rob Simpson
President & Chief Executive Officer, CenterState CEO
CenterState CEO
572 South Salina Street, Syracuse, NY 13202
Email: rsimpson@centerstateceo.com
Phone: 315-470-1800
Eric Mower + Associates | Public Relations + Public Affairs

Firm Introduction
Introduction
Established in 1952, CHA is a diversified, full‐service engineering firm in both market and service
delivery. At CHA we are nationally recognized for providing our clients with innovative approaches
to planning and design in the built environment. The central core of our business philosophy is one
that promotes a collaborative working relationship with our clients supported by experience and best
practices.
For over six decades our clients have recognized the value that CHA brings by providing a full
complement of technical services “under one roof”. This allows CHA to be in a unique position of
being able to:
Reduce project delivery costs through value engineering and efficient project management
Reduce change orders during construction
Drive project schedules from the initial concept design through construction and project
acceptance
Markets Served
CHA’s market‐oriented structure is specifically designed to provide superior project management and
client‐specific services tailored to meet the differing needs of clients in each individual market we
serve.
Government
Aviation
Transportation
Environmental
Manufacturing
Power & Energy
Emerging Markets
Services
Providing planning and engineering services to municipalities has been a hallmark service that
CHA has been offering to our valued clients for over 50 years. We understand the importance of
effective communication, cost effective solutions, and quick turnaround for project execution.
As a full service engineering firm, we provide a range of services including:
Civil
Structural
Mechanical
Electrical
Landscape Architecture
Sports Architecture
Environmental
Geotechnical
Survey
Planning
CHA offers a full range of engineering services including:
Energy Evaluations/Assessments
Mechanical/Electrical Engineering
Structural Engineering
Fire Protection
Security Design
Asset Management
Federal and State Regulatory Compliance
Environmental Compliance
Facility Master Plans
Construction Administration/Inspection

Locations
With 1,400 staff in 50 offices globally CHA is headquartered in Albany, NY. Our Albany office
has more than 330 engineers, landscape architects, planners, surveyors, architects, and
environmental scientists.

Peter M. Conway, RLA, ASLA Principal-in-Charge
Mr. Conway’s career has concentrated in providing the firm’s government and higher
education client’s expertise in urban design and landscape architecture since 1976. Mr.
Conway is responsible for managing the companyʹs services in urban land use
planning/design, college campus planning, design of civic spaces, and recreational design.
Representative project experience includes:
University at Albany College of Nanoscale Science & Engineering, Master Plan
& Design.
City of Albany, Corning Preserve Waterfront Master Plan & Design.
Education
Cornell University, NY: B.S. Landscape
Architecture
Rensselaer Polytechnic Institute, NY:
M.S. Urban & Environmental Studies
Professional Registration & Activities
RLA‐AL, CT, IL, KS, KY, MA, MD, ME,
MI, MO, NC, NE, NH, NJ, NM, NY, OH,
PA, RI, TN, TX, VA
American Society of Landscape Architects
City of Albany Zoning Board of Appeals
Albany Medical Center Hospital, Redevelopment Master Plan & Environmental
Impact Statement.
City of Albany, Hudson River Way Pedestrian Walkway.
National Park Service, Franklin Delano Roosevelt Historic Hyde Park
Renovations.
University Heights Association, Center for Medical Science University Master
Plan and Design.
Albany Convention Center Authority, Albany Convention Center Master Plan,
Environmental Impact Statement and Concept Site Design
City of Albany Office of Energy & Sustainability, Capital Region Sustainability
Plan.
Michael E. Hollowood, PE Senior Civil Engineer
Mr. Hollowood has over 25 years’ experience in site design, utility infrastructure, and
storm water management. His expertise has focused on developing sustainable designs in
the built environment through the incorporation of green infrastructure for the company’s
state and municipal clients. Representative project experience includes:
New York State Office of General Services, Renovation of Camp Smith
Retaining Wall & Site Improvements.
New York State Office of General Services, Sheridan Hollow Parking Garage
Site Design.
Education
Union College, NY: B.S. Civil
Engineering
Professional Registration & Activities
PE‐NY, MI, MD, CT, DC, MI
National Council of Examiners for
Engineering & Survey
Village of Ballston Spa, Renovation of Historic Old Iron Spring Park Retaining
Wall.
University at Albany, Life Sciences Building Site Design and Stormwater
Management Improvements.
New York State Office of Parks, Recreation & Historic Preservation,
Renovation of Historic Tibbets Brook Retaining Wall & Drainage Improvements.
University at Albany, Husted Hall Stairway & Site Improvements.
State University of New York at Cortland, Campus Wide Infrastructure &
Stormwater Management Improvements.
State University of New York at Potsdam, Exterior Circulation Design &
Safety Enhancements.

Steven R. Wilson, AICP, PWS, LEED AP Senior Planner
Mr. Wilson has 20 years’ experience in land development, environmental impact analysis,
urban design and planning, Brownfield redevelopment and site planning. Supported by his
expertise with project management, scheduling and team building, he routinely delivers his
projects on time and on budget. Representative project experience includes:
City of Albany, Hudson River Way Pedestrian Walkway.
New York State Office of General Services, Sheridan Hollow Parking Garage.
City of Albany, Corning Preserve Waterfront Master Plan and Design.
Albany Convention Center Authority, Albany Convention Center Master Plan,
Environmental Impact Statement and Concept Site Design
Education
SUNY College of Environmental Science
and Forestry, NY/ B.S./ Forest Biology/
1986
Professional Registration & Activities
American Institute of Certified Planners
LEED Accredited Professional
Professional Wetland Scientist
C.I.P.E.
Society of Wetland Scientists
American Planning Association
City of Albany Office of Energy & Sustainability, Capital Region Sustainability
Plan.
Town of Rotterdam, Comprehensive Plan Update.
Schenectady Metroplex Development Authority, ALCO Redevelopment.
Orange County Chamber of Commerce, Inc., Newburgh Waterfront
Redevelopment Plan.
City of Auburn, Greenway Corridor Plan and Design.
Town of Halfmoon, Comprehensive Master Plan, Comprehensive Plan Update
Community Survey.
Pittsfield Economic Development Authority, General Electric Redevelopment
Master Plan.

District Master Plan
Albany Convention Center Authority
CHA led a multi-disciplinary team
to prepare a Master Plan and GEIS
for a new Convention Center in
downtown Albany, NY. Key
transportation issues that were
addressed for this project included:
Logistics for truck access,
circulation, and event staging
Site traffic access, circulation
and impacts
Site parking and shared-use
demand analysis
Relocation of intercity bus
transit parking, circulation and
terminal access
Modification of local public
transit service routes and bus
stop locations
Our efforts included the evaluation
of impacts and site design issues
relating to parking, traffic
operations, transit services and
pedestrian/bicycle linkages. Our
services included an inventory of
existing transportation system
characteristics, projections of future
multi-modal travel demand, and
LOS analysis of a 23-intersection
urban street network that included
an evaluation of alternative traffic
circulation patterns. Our services
involved the application of traffic
engineering standards to assure
that access and circulation is
provided in accordance with
appropriate design criteria and
performance measures. The project
involved extensive coordination
with State and municipal agencies,
and public and private transit
providers to develop an access and
circulation plan that is safe and
efficient and meets local and
regional congestion management
objectives.

Corning Preserve Waterfront Revitalization
City of Albany, NY
The redevelopment of the Corning
Preserve has transformed an
underutilized city waterfront asset
into a major destination location
within New York’s Capital District.
The park now hosts a waterfront
promenade with transient boat
docking facilities, a 700-seat
amphitheater and performance
stage, improved pedestrian access
and bikeway, a modern visitor’s
center with interpretive facilities,
and improved landscape plantings
and pedestrian amenities. The park
is accessible via the newly
constructed Hudson River Way
Pedestrian Bridge and plays host to
Albany’s “Alive at Five” festival,
Waterfront JazzFest, and other
events.

Hudson River Way Pedestrian Bridge
City of Albany, NY
The construction of the Hudson
River Way Pedestrian Bridge has
provided a seamless means of
access from downtown Albany to
the Hudson Riverfront. The bridge
was designed specifically to blend
into the rich architectural fabric of
the surrounding urban core, and to
provide a safe means of access over
Interstate 787, which had previously
severed the city from its waterfront.
The structure was completed on a
fast track schedule, and CHA
played the lead role throughout the
design and construction of the
structure to create innovative design
solutions, facilitate decision making,
and coordinate the various public
and private agencies involved in the
project.

Capital Region Sustainability Plan
Cleaner Greener Communities
CHA is overseeing the development
of the Cleaner, Greener Communities
Regional Sustainability Plan and
GHG inventory for the Capital
Region. The plan will provide the
region the vision, goals, and
objectives for a sustainable future and
to identify the activities or types of
projects needed to achieve that future.
The sustainability plans will inform
municipal sustainability and land use
policies, serve as a basis for local
government infrastructure decision
making, guide infrastructure
investment of both public and private
resources, outline specific and
tangible actions to reduce greenhouse
gas emissions consistent with New
York State’s goal of 80% carbon
reduction below 1990 levels by the
year 2050.