REQUESTFORQUALIFICATI ONS Building a Tactical Revitalization ...

REQUEST FOR QUALIFICATIONS 

Building a Tactical Revitalization Plan 

for Downtown Albany, New York 

Submitted to: 

Capitalize Albany Corporation 

Submitted by: 

in association with: 

Sasaki Associates, Inc. 

Halcyon Ltd. 

Next Street Financial LLC. 

Arch Street Communications

THE VAL UE OF STRATEGIC THINKING® 

440 PARK AVENUE SOUTH 

NEW YORK, NY 10016 

T) 212.696.0670 

F) 212.213.3191 

www.akrf.com 

March 7, 2013 

Sarah M. Reginelli 

Director of Economic Development 


21 Lodge Street, Albany, NY 12207 

Re: 

Downtown Albany Tactical Revitalization Plan Request For Proposals (RFP) 

Letter of Submittal 

Dear Ms. Reginelli: 

The AKRF Team is delighted to have been selected as one of the short-listed firms to propose on the Downtown 

Albany Tactical Revitalization Plan RFP. Our outstanding team has the very specific skill sets required to 

prepare the tactical revitalization plan for Downtown Albany and the Corning Preserve Phase 2 Master Plan: 

• AKRF, Inc.: Project Management, Economic and Market Analysis, Development Strategy 

as well as to access to the firm’s many technical disciplines including land-use planning, 

environmental impacts, and transportation. 

• Sasaki Associates: Planning, Urban Design, and Landscape Architecture for Downtown Albany 

and the Corning Preserve Phase 2 Master Plan. 

• Halcyon Ltd: Downtown Repositioning/Revitalization Strategies 

• Next Street Financial LLC: Funding and Financing Strategies 

• Arch Street Communications: Community Engagement 

With the addition of the Corning Preserve Phase 2 Master Plan to the scope of work, we added to our team, 

two outstanding firms who will provide additional expertise and value, not only to the Corning Preserve 

initiative but to the overall project as well. These two firms are: 

Clough Harbor Associates (CHA): Engineering, planning, and design assistance. CHA, headquartered in 

Albany, has significant Albany experience and deep knowledge of the Corning Preserve and has been working 

at Corning Preserve since 2001 when they prepared the Phase 1 Master Plan. 

City Activators, Inc.: Founded by Karin Bacon, an expert in public space activation. Ms. Bacon will bring 

to Albany her national experience and strategies for enlivening public spaces, revitalizing existing ones, and 

envisioning new ones. 

NEW YORK CITY • HUDSON VALLEY • LONG ISLAND • BALTIMORE/WASHINGTON • NEW JERSEY • CONNECTICUT

TABLE OF CONTENTS 

Letter of Submittal 

Schedule A - Non-Collusive Bidding Certification 

Project Approach, Scope of Work & Deliverables 

Our Understanding and Goals for the Study 

Project Approach and Consulting Methodology 

Schedule 

Scope of Services 

Task A: Existing Conditions 

Task B: Stakeholder Engagement 

Task C: Vision and Goals 

Task D: Corning Preserve Phase 2 Master Plan 

Task E: Implementation Plan 

Task F: WOW Factor 

Task G: Final Reports, Documents and Presentations 

Team Profile, Qualifications and Experience 

Organizational Chart 

Reference and Quality of Performance History 

Statements 

MWBE 

Local Participation 

Cost Proposal 

Proposal For Capitalize Albany Corporation 

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

1

OUR UNDERSTANDING AND GOALS FOR THE STUDY 

• Assessing best practices for creating “Wow” effects in 

successful “downtown” revitalizations in areas such as 

Cambridge/Boston, MA, and Brooklyn, New York and 

efforts made in Philadelphia most notably around UPenn. 

• Using technology such as Mind Mixer and other various 

surveying tools to determine what the “Wow” factor 

means to the various stakeholders. 

• Considering how best to build upon efforts currently 

being made by Albany’s world class medical and 

educational facilities. 

• Tapping into the growing Tech Valley/SUNY public and 

private research and development initiatives. 

• Building on initiatives to ensure integration of the 

surrounding residents, neighborhoods and districts into 

the redevelopment plan. 

• Assessing how the greater Albany area may enhance the “Wow” effect with its outstanding cultural 

and recreational opportunities developed along the Hudson and Mohawk rivers, as well as the Lake 

George/ Adirondack/Berkshire areas. 

2 


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


INSTITUTION AND COMPANIES* 

ADDRESS 

EDUCATIONAL 

INDUSTRY 

RDESEARCH AND DEVELOPMENT 

1. Albany College of Pharmacy 106 New Scotland Ave.Albany, NY 12208 

2. Bryant & Stratton College 1259 Central Avenue Albany, NY 12205 

3. College of Nanoscale Science and Engineering 255 Fuller Road, Nanofab 300 S, Albany, NY 12203 

4. College of Saint Rose 432 Western Avenue Albany, NY 12203 

5. Excelsior College 7 Columbia Circle Albany, NY 12203-5159 

6. Hudson Valley Community College 80 Vandenburgh Ave. Troy, NY 12180 

7. Maria College 700 New Scotland Avenue Albany, NY 12208 

8. Mildred Elley (Latham Circle Mall) 800 New Loudon Rd Ste 5120 Latham, NY 12110 

9. Rensselaer Polytechnic Institute 110 8th Streeet, Troy, NY 12180 

10. Sage Colleges 45 Ferry Street Troy, NY 12180 

11. Siena College 515 Loudon Road Loudonville, NY 12211 

12. Schenectady County Community College 78 Washington Ave. Schenectady, NY 12305 

13. Union College 807 Union St. Schenectady, NY 12308-3107 

1. AMD 255 Fuller Road Albany, NY 12203 

2. Applied Materials 255 Fuller Road Albany, NY 12203 

3. ASML at Albany NanoTech 255 Fuller Road Albany, NY 12203 

4. Freescale Semiconductor 255 Fuller Road Albany, NY 12203 

5. M+W Zander - Watervliet, NY 44 Dalliba Avenue Watervliet, NY 12189 

1. (CATN2) 251 Fuller Road CESTM B110 Albany, NY 12203 

2. Center of Excellence in Nanoelectronics, Albany 251 Fuller Road CESTM B110 Albany, NY 12203 

3. (ANT) 251 Fuller Road, Albany, NY 12203 

4. Focus Center - New York 251 Fuller Road, CESTM B110, Albany, NY 12203 

5. Albany NanoTech 255 Fuller Road Albany, NY 12203 

6. IBM - Albany NanoTech 255 Fuller Road Albany, NY 12203 

7. Infineon - Albany NanoTech 255 Fuller Road Albany, NY 12203 

8. Intel - Albany NanoTech 255 Fuller Road Albany, NY 12203 

9. Micron - Albany NanoTech 255 Fuller Road Albany, NY 12203 

10. Nanoscale Metrology and Imaging Center 255 Fuller Road Albany, NY 12203 

11. Texas Instruments - Albany NanoTech 255 Fuller Road Albany, NY 12203 

12. Tokyo Electron Tech Center Am- Albany NanoTech 255 Fuller Road, NanoFab 300 S, Albany, NY 12203 

13. New Energy New York 255 Fuller Road, Nanofab South, Albany, NY 12203 

14. Sematech North - Albany NanoTech Center 255 Fuller Road, Suite 309, Albany, NY 12203 

15. Rensselaer Nanotechnology Center f N 110 8th Streeet (1st Floor MRC) , Troy, NY 12180 

16. Center Poly Inst (CAT) 110 8th Streeet C II 8015 Troy, NY 12180 

17. (STAR Center) 110 8th Streeet, Troy, NY 12180 

18. Nanotechnology Center (RPI) 110 8th Streeet, Troy, NY 12180 

19. Center for Advanced Interconnect 110 8th Street Low Center Troy, NY 12180-3590 

20. (CIE) 110 8th Street, Troy, NY 12180 

21. Center for Construction Trades Training (CT2) 44 Dalliba Avenue Watervliet, NY 12189 

22. General Electric 1 River Road, Schenectady, NY 12345 



3


CRITICAL SUCCESS FACTORS 

Viable and long-term solutions to Downtown Albany’s future are complex, but the success of a tactical redevelopment plan 

will greatly depend on the resolution of critical success factors highlighted below, which will be addressed in our analysis: 

UNDERSTAND MARKET SUPPORT AND TRENDS 

• Identify demographic shifts 

• Identify demand/supply indicators 

• Comparable projects 

• Public/private successes 

ESTABLISH KEYS THEME(S) AND OUTREACH 

STRATEGY 

• Establish themes to guide vision and development 

concepts and brand 

• Link themes to physical development strategy 

• Public relations and stakeholder strategy 

• Utilize technology tools community and stakeholder 

input 

STRATEGIC INDUSTRIES AND JOB CREATORS 

• Categorize and prioritize target companies and 

institutions 

• Partnerships and industry outreach 

• Synergy with training and education links 

MIXED-USE DEVELOPMENT & PLANNING 

VISIONING 

• Increased density 

• Workforce residential 

• Mosaic of uses and amenities for 24/7 live/work/play 

environment 

• Improved connections between districts, 

neighborhoods, and waterfront 

INVENTORY TARGETED SITES 

• Identify Strategic Sites 

• Identify Site Assemblage Opportunities 

• Select “early start” strategic projects and demonstrate 

future potentials 

COMPILE INCENTIVE PACKAGES 

• Economic development target goals 

• Determine financial incentives to kick-start the 

attraction of target businesses and institutions 

COMMUNICATE BENEFITS 

• Create powerful visuals to communicate vision to 

investors, developers, retailers 

• Promote the substantial direct, indirect, and induced 

fiscal and economic benefits 

• Substantiate potential with examples of economic 

success achieved in comparable cities 

EXECUTE - DEMONSTRATION PROJECTS 

• Achieve early wins: visible and financeable projects 

• Incorporate use of pop-up events: retail, food 

concepts, art/culture 

• Public/private partnerships 

4 



PROJECT APPROACH AND 

METHODOLOGY 

COLLABORATIVE AND RESULTS ORIENTED 

We are proactive and our team has a depth of experience in preparing actionable redevelopment strategies and plans that 

are grounded in economic reality. All of our team members are highly experienced in working collaboratively with our 

clients and project stakeholders. 

Our objective is to capitalize and build on the development momentum and the success that has been achieved thus 

far in Downtown Albany and create an inspiring vision for the future. Our approach will be to cast a wide net to take 

advantage of the collective knowledge and experience of the Capitalize Albany Corporation, business owners and 

operators, public and private sector and institutional stakeholders, and community organizations—all with important 

interests in seeing Downtown Albany achieve its highest potential. The input and ideas and suggestions that we receive 

from these organizations and individuals will be an integral part of the analysis and the ultimate redevelopment strategy 

and implementation plan that our team will develop. 

PROJECT MANAGEMENT 

AKRF has project management experience overseeing and coordinating large multi-disciplinary teams. The firm has over 

30 years experience in working on large-scale urban redevelopment projects addressing the wide range of complex issues 

associated with the planning, design, and implementation. We draw upon our wide range of technical capabilities and 

anticipate and creatively solve the many challenges that are a part of each project and we often lead large-scale planning and 

redevelopment studies. For example, we are currently leading a multi-disciplinary team that is preparing the master plan 

and the Step 2 Brownfield Opportunity Area (BOA) Nomination Study application for the Flushing Willets Point Corona 

LDC’s 60-acre redevelopment plan to encourage mixed-use development that expands the Downtown Flushing, New York 

to the waterfront with emphasis on designing for pedestrian and public waterfront access. 

SKILL SETS OF THE AKRF TEAM 

Members of this team have worked together and share a common consulting philosophy—to interpret client needs and 

create memorable, implementable development solutions. We bring a balanced perspective, grounded in the realities of 

finance, market support, design, and implementation. All are essential skills required to crystalize the vision and create a 

strategic implementation plan. 



5

PROJECT APPROACH AND METHODOLOGY 



Skill Set Matrix 

SKILL SET MATRIX 

This skill set matrix illustrates the diverse talents and multidisciplinary skills represented in our team. 

AKRF Sasaki Next Street Arch Street Clough Harbor City Activators 

Real Estate Market Analysis • • • 

Economic and Fiscal Impact Analysis • • • 

Land Use Planning • • • • 

Environmental Impacts • • • 

Historic Resources • • • 

Development Concepts & Strategy • • • • 

Tourism and Visitation Analysis • • 

Developer Relationships • • 

Master Planning • • • • 

RFP Design, Solicitation, Evaluation, Negotiation • • 

Landscape Architecture • • 

Site Selection Analysis • • • 

Urban Design 

Streetscape + Retail Design 

• 

• 

Transportation Analysis Planning • • • 

Transportation Engineering • • 

Civil Engineering • • 

Branding/District Promotion • • • • 

Cultural/Entertainment/Amusement Trends • • 

Event Planning and Public Space Activation • • 

Event Production and Management • • 

Funding Strategies • 

Funding Programs + Incentives • 

Raising Project Financing • 

Stakeholder Outreach • • • • • • 

Implementation Strategy • • • • • 

6 




STUDY PROCESS AND SCHEDULE 

• Orientation Phase 

▶▶Existing Conditions and Document Reviews; includes: 

▷▷Economic and Market Analysis 

▷▷Land Use & Ownership, Existing and Underutilized Sites 

▷▷Existing Infrastructure/Transportation/Parking 

▷▷Current Fiscal Situation 

▷▷Existing Branding & Marketing Programs 

▷▷Quality of Life Factors 

▷▷Company and institution interviews 

▶▶Community Engagement Planning 

• Efficient Community Outreach 

▶▶Advisory Group meetings 

▶▶Community Meetings 

• Integrated Planning for Downtown Albany and the Corning Preserve Master Plan 

• Visioning Workshops and Conceptual Designs 

• Tactical Implementation Plan 

• Corning Preserve Master Plan 

3 months 4 months 3 months 

1 month 1 month 

Downtown 

Albany 

Vision & Goals 

Downtown 

Albany 

Implementation 

Plan 

Finalize 

Implementation 

Plan 

Orientation 

Advisory 

Group 

Community 

Visioning 

Workshops 

Advisory 

Group 

Advisory 

Group 

Community 

Input 

Workshops 

Final 

Reports 

& 

Presentations 

Existing Conditions 

Downtown Albany 

Existing Conditions 

Corning Preserve 


Draft 

Master Plan 


Final 

Master Plan 

Finalize 

Master Plan 

Community 

Engagement Planning 

2 Meetings: 

• Downtown Albany 

• Corning Preserve 

2 Meetings: 

• Downtown Albany 

• Corning Preserve 



7


We estimate the study will take approximately 12 months. We will work efficiently and seek to opportunities to shorten 

times for certain tasks if possible. Our project manager will meeting monthly on-site with CAC in addition to bi-weekly 

conference calls that will include team members involved with the specific task(s) that is being carried out. Key personnel 

from all team members will attend the project kick-off meeting and site visit. In addition, team members will be present as 

appropriate for Advisory Group and Community meetings for both the downtown study area and the Corning Preserve 

Phase 2 Master Plan project. At the kick-off meeting, AKRF will discuss and refine the meeting schedule with CAC. 

8 



SCOPE OF SERVICES 

TASK A: EXISTING CONDITIONS ANALYSIS 

Our Task A work provides the baseline and foundation for moving forward, 

including: previous studies review, data gathering and interviews with business 

leaders and industry experts, analysis of land use and potential development 

sites, community character and linkages to surrounding districts, general 

mobility issues and stakeholder outreach. Key tasks in Task A include: 

1. Orientation 

2. Review Existing Reports 

3. Assess Existing Conditions 

4. Summary of Opportunities and Challenges 

1. ORIENTATION 

The project will start with a kick-off meeting where we will meet with the Capitalize Albany Corporation to review our 

proposed planning process which will include these activities: 

• Confirm the overall goals and expectations for the project 

• Establish client, stakeholder relationships, and communication protocols 

• Meeting and deliverable schedule 

• Study area tour(s) with CAC representatives 

• Make site visits with the relevant parties to identify opportunities and constraints for activation (e.g., open space, 

traffic patterns, security issues, private/public, etc.) 

• Secure base maps of study area 

• Obtain reports and studies (identified in RFP) 

2. REVIEW EXISTING REPORTS 

The team will review the existing plans and studies identified in the RFP (i.e., the Capitalize Albany, Albany 2030 

Comprehensive Plan and the other agency and neighborhood studies). We will review these reports and studies from the 

perspective of extracting the major opportunities as well as noting any major issues and/or concerns that we should be 

mindful of in preparing the vision and implementation plan (Tasks C and E). 

3. ASSESS EXISTING CONDITIONS 

This activity involves an initial review and analysis of existing conditions and market drivers identified in the RFP that 

includes: 



9


1. Economic and Market Analysis 

2. Land Use & Ownership, Existing and Underutilized Sites 

3. Existing Infrastructure/Transportation/Parking 

4. Current Fiscal Situation of Downtown Albany 

5. Existing Branding & Marketing Programs 

6. Quality of Life Factors 

A. Economic and Market Analysis 

The economic and market analysis is the foundation for developing a credible and actionable redevelopment plan for 

Downtown Albany. AKRF will conduct the economic and market analysis that will provide the economic reality framework 

for vision and goals that will be developed in Task C. The activity will proceed concurrently with the other existing condition 

analyses being conducted by other team members. 

Economic Analysis 

The economic analysis is the foundation for developing a credible and actionable 

redevelopment strategy for Downtown Albany. AKRF and Halcyon will evaluate 

the economic conditions and trends in Albany and the surrounding area. Key 

economic indicators that will be evaluated include: 

• Unemployment rates 

• Housing (new construction and existing home sales) 

• Income growth 

• Major existing employers 

Halcyon and the AKRF Team will also expand upon the following building 

blocks that will inform creating an effective economic development approach. They are intended to produce definitive 

knowledge enhancement and public/community relationships for Albany’s future economic development. 

Building Block #1—Identify External Enterprise Drivers 

External forces that impact Albany businesses: 

• Regional Trends—Growth patterns; recent Corporate Locations 

• Corporate Wish Lists Evaluation—Location factors and demographic opportunities 

• Supply Chain Future Drivers 

• Workforce Pipeline—Training linkages and cost 

Building Block #2—Identify Internal Enterprise Drivers 

Looking more closely at the factors which drive enterprises, we will also assemble data points on: 

• Perceptions of Quality of Life (QOL), retail, and housing stock 

• Aging Facilities—Key building obsolescence 

• Workforce 

• Lack of “Centers of Excellence”—Demarked Magnet/ Training Schools 

• Co-Locational forces—Data centers 

10 




Building Block #3—Targeted Research 

Outreach into industry events along with better data sources and profiles of the existing employment base will suggest 

additional information into trends, industry segments, and implementation techniques. 

Market Analysis 

The market and feasibility analysis task comprises several subtasks that include: demand indicators; competitive supply 

in the market trade area; current and future development trends; preliminary and final program statement; and financial 

feasibility analysis. 

Demand Indicators: 

• Determine the geographic boundaries of the primary, secondary, and tertiary market trade areas for the project 

area; 

• Analyze market data (AKRF utilizes U.S. Census Bureau, ESRI [a commercial data provider], Smith Travel 

Research, ULI’s “Dollars and Cents,” and other data sources) for the primary, secondary, and tertiary trade areas. 

The data will include: demographics (population metrics including number of households, household size, 

educational attainment, employment, incomes, and spending profiles); 

• Local real estate market data including median commercial office and residential prices, rents, sales/square foot as 

well as space inventory, absorption rates, and occupancy levels relevant to the proposed uses; and 

• Visitor, tourist, and recreational use trends. 

Competitive Supply Analysis 

• Identify the location and composition of other mixed-use districts that may include cultural/recreational, retail, 

restaurants, hotel, sports facilities, and entertainment attractions in the primary, secondary, and tertiary trade 

areas. 

Current and Future Development Trends 

• Review the City of Albany’s long-term development plans as well as publicly available information regarding 

planned new development projects in the primary, secondary, and tertiary trade areas; and 

• Interviews with selected government agencies and property owners, real estate professionals, brokers, and 

developers 

• Identify current and proposed development projects including uses, locations, and projected opening dates. 

Development Program Statement 

• Based on an initial review of the demand and supply indicators, AKRF will provide a preliminary assessment 

of the mix of uses which may include cultural/entertainment attractions, restaurants, and residential, and 

commercial office, other potential uses; 

• AKRF will apply capture rate assumptions and real estate industry metrics to quantify the amount of space 

(unmet demand) for each of the uses. 

• Identify land, facility and/or location requirements (e.g. parcel size, access, special infrastructure) of the proposed 

uses that should be taken into consideration. 

• Regulatory—AKRF will evaluate the current development regulations impacting future development within the 

Study Area. 



11


B. Land Use & Ownership, Existing and Underutilized Sites 

AKRF will review land-use and ownership maps provided by CAC and/or other city agencies to establish districts and 

potential site assembly zones. This activity includes: 

• Inventory of the number and types of businesses 

• Inventory of vacant and/or underutilized sites 

• Analyze walking distances and natural/perceived boundaries 

• Assessment of opportunity sites and/or corridors, adjacent neighborhood connections gateways, and building/ 

architectural characteristics. 

• Establish criteria for site assemblage 

C. Existing Infrastructure/Transportation/Parking 

The CHA team will conduct an inventory and analysis of existing infrastructure, transportation network, and parking 

supply to serve as a basis for preparing realistic and implementable recommendations leading to Downtown Revitalization. 

The inventory and analysis will be presented in terms of the Study Area as well as clearly defined and agreed upon sub areas. 

We will gather all available data related to infrastructure, transportation network, and parking supply and provide an 

analysis as to how they currently operate and identify existing deficiencies. We expect data collection will rely on publicly 

available GIS data and supported by primary data collection we completed as part of several project we have completed 

within the Study Area including: 

• Albany Convention Center Master Plan and Generic Environmental Impact Statement 

• Albany Pool CSO Long Term Control Plan 

• Corning Preserve Phase I Master Plan 

• Corning Preserve Phase II – Draft Design Report 

• Albany Intermodal Center Feasibility Study 

D. Current Fiscal Situation of Downtown Albany 

The Next Street team will assess existing local financial resources, needs, gaps, and 

considerations related to the financing feasibility of a range potential community 

development projects. Key steps include: 

• Review City of Albany fiscal responsibilities and existing tax structure 

• Review and assess the local and regional capital landscape, participating 

institutions, and levels of activity 

• Create an inventory of local and regional sources of traditional (e.g., conventional debt and equity) and 

non-traditional (e.g., NMTC, LIHTC and EB-5 programs) financing 

• Develop a point of view of other sources of capital that other cities or regions have access to, that could be 

developed in the Albany market 

E. Existing Branding and Marketing Programs 

AKRF, with support from team members, will assess the existing marketing and branding efforts of the City of Albany. Key 

steps include: 

• Review existing branding materials and prior campaigns to-date in Albany 

12 




• Identify best-in-class examples of similar programs around the country that can be leveraged in a strategy for the 

Downtown Albany plan 

F. Quality of Life Factors 

AKRF with support from City Activators will assess quality of life issues in 

Downtown Albany that will include: 

• Arts, events, entertainment offerings and corresponding attendance 

history 

• Amenities (retail, restaurants) 

• Physical features (architectural character and physical setting) 

• Events and cultural events offerings 

• Make site visits with the relevant parties to identify opportunities 

and constraints for activation (e.g., open space, traffic patterns, 

security issues, private / public, etc.) 

• Research the history and culture related to the immediate and surrounding areas 

• Identify potential visitors and their preferred uses 

• Interview stakeholders regarding their goals, needs, and expectations 

• Identify potential programming partners such as cultural institutions, community groups, businesses, sports 

organizations, and artists 

• Identify resources such as suppliers of technical equipment, producers, concessionaires, and other vendors 

4. SUMMARY OF OPPORTUNITIES AND CHALLENGES 

Based on the findings of data analysis and our field work, AKRF, with input from team members, will identify the strengths 

and opportunities as well as weaknesses and threats (SWOT) that will inform the planning for redevelopment strategy. 

The analysis will focus on: 

A. Reverse Engineering for New Employment Location Criteria 

Location consultants have proscribed methodologies to rank-order communities on indices such as quality of life; 

schools and placement records; job training and dedicated tech providers; workforce availability and work ethic; depth of 

supporting vendor pools; research linkages to universities/hospitals; and financial incentives both state and local. 

We will assemble a current-factored, hard-nosed evaluation of Albany as a preferred location by interviews with selected 

outside consultants and Halcyon’s own assessment of location factors—and emerging “Incentive Bundles” which are 

increasingly promoted by state-level and metropolitan economic development agencies. 

B. Shifting Barriers to Entry 

Traditional Barriers to Entry are seen as obstacles to growth—or if in favor only of existing clusters, the barriers represent 

advantages which competitors must overcome. Albany is in a difficult position as existing industries are not concentrated 

nor is employment in an expanding mode. Hence Albany must recognize and create counter strategies to influence certain 

shifting circumstances: 

• Footloose workforce—Given the regions road network, accessibility to other markets/employment 

opportunities is available. 



13


• Lack of Academic Research Linkages—Without a major university connection to SUNY or Rensalaer, Downtown 

Albany must invent an alternative, such as an Incubator or an Urban Outpost for both. 

• Expanding Road Net—Major arterials fast bypass downtown as Albany has little direct identity. 

• Scarce Land Resources—Cheaper land exists elsewhere, or sites have extreme barriers to entry due to existing 

marginal uses, thus Albany must carefully plan development and manage the disposition of Targeted Investment 

Zones. 

We will identify Barriers to Entry and other Location Hurdles by Industry segments, which will also include Workplace 

Residential, Themed/Community Retail and Cultural/Recreational amenities as subsets, all conditioned by the following 

factors: 

• Development Trends including Higher Densities 

• Financing Limitations 

• Political Impacts 

• Community Perceptions 

• Incentives 

C. Physical Character and Other Key Factors. 

This evaluation includes an evaluation of the opportunities and challenges of the following: 

• Businesses and property assets 

• Developable sites 

• Transportation and parking 

• Pedestrian environment 

• Amenities and recreational assets 

• Cultural and community assets 

• Competing business areas 

DELIVERABLES: 

▷▷ 

Summary of existing conditions and comparative 

analysis 

▷▷ 

Summary of opportunities and challenges 

▷▷ 

Market study report 

14 




TASK B: STAKEHOLDER ENGAGEMENT 

Our team will engage the public and other interested parties in a proactive and 

innovative participation effort by addressing regional and local issues, creating 

an appropriate project identity, and by applying new methodologies to reach a 

wider audience and to increase participation rates. Goal will be to gather new 

and exciting ideas, to vet and advance promising ideas and concepts, and to build 

a project support network that advances consensus, moving the project forward 

toward development. 

We will recommend outreach methodologies and tactics that will: 

• Develop a methodology that will reach a wide range of stakeholders; 

• Provide timely opportunities for stakeholder engagement at multiple touch points throughout the process; 

• Generate meaningful input for consideration in the development process; and 

• Create a process that keeps stakeholders engaged and informed throughout the process. 

1. STRATEGIC OPPORTUNITIES 

We believe that successful community outreach has to be credible and trustworthy, emphasizes transparency, and leverages 

multiple communication channels. This approach resonates with stakeholders, encourages participation, and advances 

project goals. 

Our public outreach process will engage stakeholders directly involved in the development effort, including state, county, 

and municipal leaders, as well as diverse members of the public, the arts community, business owners, the technical 

community, and environmental advocates. Strong consensus building among the individuals and organizations can spark 

opportunities for additional collaborations. 

2. RESEARCH KICKS OFF THE ENGAGEMENT EFFORT 

Market research as described in Task A, above, provides a solid foundation for to identifying and targeting key stakeholders 

and participants in the outreach and engagement effort. 

We will approach this task in various ways, including a combination of group and one-on-one interviews, the development 

of Advisory Working Groups, focus groups, and online surveys and other crowd-sourcing techniques. 

Developing a strong base of support for the project requires that the team be mindful of and responsive to a host of issues, 

including some that may not be directly related, at least on the surface, to the project specifically. Awareness of the issues 

surrounding other local concerns will play a directly relevant role during project development. 

Key messages presented to the public should focus on project benefits, including economic, environmental, and quality-oflife 

benefits that are delivered consistently, through multiple communication channels and frequently. 

3. ELEMENTS OF THE PUBLIC INVOLVEMENT PLAN 

The Public Involvement Plan (PIP) will specify strategies and methods for informing agencies, key stakeholders and the 

public regularly and at key milestones to involve and engage participants throughout the process and to building awareness 

and understanding of the purpose, need, and benefits of the Downtown Albany and Corning Preserve development project. 



15


After thoughtful and deliberate discussions with Corporation members and partners, the goals of the Public Involvement 

Plan for the Tactical Revitalization Plan are anticipated to be as follows: 

• Create a positive, popular identity for the project, such as a tagline or overarching message; 

• Understand stakeholder and community issues, values and concerns related to the development of the study area; 

• Use creative, proactive, and innovative techniques to bring the project and its solutions to the community; 

• Build a network of partners to help define and promote the project; 

• Foster dialogue among the project team, stakeholders, and the general public; 

• Inform citizens early and continuously throughout the study process. 

We will develop an initial framework for stakeholder engagement activities to be undertaken during the project. The format, 

timing, locations and logistics of each activity will be determined as the project evolves and will be coordinated between 

the Corporation and the AKRF Team. 

4. STAKEHOLDER MEETINGS 

The AKRF team will work with the Corporation to develop optimal projectdriven 

meeting schedules, with meetings facilitated by the consultant team. 

Stakeholder meetings will be held to solicit the broadest possible array of ideas 

and opinions and to engage the public in ongoing conversations around the 

development effort. 

• Downtown Albany Business Improvement District and other project 

partners; 

• Business and property owners in Downtown Albany; 

• Business leaders; 

• The Center for Economic Growth and other non-profits; 

• Parks & Trails New York and other environmental advocacies; 

• Albany County Conventions and Visitors Bureau; 

• The New York State Museum, Albany Center Galleries, and other art galleries and centers for culture; 

• Times Union Center, Palace Theater, and other centers for entertainment and performing arts; 

• Social service providers; 

• Low-income and non-English speaking communities; 

• Religious organizations and downtown church groups, such as First Church in Albany, Historic St. Mary’s 

Church, and Waldorf Residence; 

• Albany County Historical Association; 

• Downtown (City) departments, including Police, Health and Recreation. 

4.a Crowdsourcing 

We further propose to use a crowdsourcing methodology to reach a broader set of constituencies that are traditionally 

did not readily participate in the process. In particular, younger people, who are familiar with technology, are expected to 

take advantage of this approach. We would either use the website or one of the suitable platforms, such as Ideo, to develop 

16 




a crowdsourcing concept. As part of the process we would gather ideas, vet and select the most promising concepts, and 

refine and integrate them in the plan. This would not only lead to greater acceptance but would also increase the pool of 

ideas from which we can draw dramatically. To incentivize people to participate, we would offer to mention finalists in the 

final document or offer a small financial reward. 

4.b. Advisory Working Groups 

A series of Advisory Working Groups (AWG) may be used to focus on specific topics of interest and/or concern in the 

community. The AWG methodology, implemented successfully by ASC for such projects as the NYSDOT Tappan Zee 

Bridge/I-287 Environmental Alternatives Analysis Review, provides stakeholders with an informal opportunity to meet 

on specific topics of concern with project experts. AWGs are unofficial groups designed to foster dialogue, build a common 

understanding, and establish a commitment to project transparency. 

AWGs will meet at regular intervals and consist of local stakeholders that have a specific expertise or interest (i.e., The 

Center for Economic Growth, Parks & Trails New York, Albany Center Galleries, and The Egg Center for the Performing 

Arts) and others. 

The consultant team may also conduct public charrettes, collaborating with groups of stakeholders, planners and designers 

to explore and solve design issues throughout the process. Hosting public charrettes may assist the team in developing new 

and innovative design options, identify and solve problems and offers stakeholders a more hands-on approach, providing 

them with an additional opportunity to participate in the outreach and engagement process. 

5. COMMUNICATION 

The following avenues may be used to facilitate project communication: 

• Project Identity/Branding—ASC will work with the consultant team and the CAC to create a memorable project 

identity. Branding the Downtown Albany and Corning Preserve development effort will enhance visibility of the 

project and promote public involvement. The consultant team may elect to engage community groups or project 

partners in the development of branding for the project, developing an overarching message, and a consistent look 

and feel for all outbound communications that is a reflection of the community vision. 

• Project Website/webpage—A user-friendly website can assist the CAC and the AKRF Team as the communication 

hub from information regarding the project. It can be the repository for project material, meeting notices and 

ideas. Materials will adhere to Section 508 Accessibility requirements to enable people with disabilities access to 

uploaded documentation, meeting notices, and other posted materials. 

• Social Media—The team may take advantage of social media tactics in distributing project-specific information to a 

larger, key audience and eliciting feedback from the broader community. Using approved social media applications, 

such as Facebook or Twitter, will allow participants and team members to be kept up to date on meetings, project 

progress, and will allow for comments by stakeholders. Interactive outreach techniques such as crowd sourcing 

surveys and webinars can be used to engage a broader audience. 

• E-mail Notifications—A project list can be developed with opt-in opportunities at meetings, focus groups, and 

on the project website to receive regular email updates. The use of an online distribution service, such as Constant 

Contact, offers the team an opportunity to reach potentially large numbers of stakeholder groups with timely 

information on meetings, project progress and developments. 

• Media Relations—ASC has worked in the Albany media market for years and can assist in developing and 

implementing an effective media relations strategy for the project. It will be carefully coordinated with between 

the AKRF team and the CAC to ensure protocols are established and implemented for media interaction. Media 



17


relations tactics may include as approved, media advisories, press releases, letters to the editor, Op-Ed’s, press 

conferences, scheduling interviews, media avails, events held at important milestones, etc. For the purpose of 

creating an effective media plan, we have assumed that different media markets will view the outreach process with 

differing degrees of priority, as reflected below: 

▶▶The Albany media market will view every milestone as news and will likely devote more comprehensive 

coverage to these project efforts. Those markets will likely require project updates on a more frequent and 

systematic basis. Inclusion in email notification process may prove useful for this frequency of updates. 

▶▶Surrounding media markets, such as those in Troy, Rensselaer, Latham, and Colonie will approach the 

milestones more selectively, probably viewing the start of the effort, major milestones, and its conclusion as 

the critical chapters worthy of coverage. Markets farther south, such as those in Kingston and Hudson, may 

also find interest in the development project as there is a commuter base heading north to Albany, especially 

to State Offices. 

• Potential Communication Tools: 

▶▶Website/webpage 

▶▶E-survey tools Mind Mixer, Survey Monkey 

▶▶Social media 

▷▷Facebook page 

▷▷Pinterest 

▷▷Crowd sourcing 

▶▶E-mail outreach blasts 

▶▶Media relations 

▷▷Press releases 

▷▷Media advisories 

▷▷Milestone events as approved 

▶▶Competing business areas 

DELIVERABLES: 

▷▷ 

Stakeholder Engagement/communications/messaging 

plan: 

▷▷ 

Execution of stakeholder engagement plan 

▷▷ 

Summary of stakeholder feedback 

▷▷ 

Ongoing media interaction during course of the project 

▷ ▷ Potential Optional Deliverables: Public Charrette; 

Website/social media/crowd sourcing, Media relations 

plan 

18 




TASK C: VISION AND GOALS 

Albany needs to transcend the economic stagnation and decline that has held back Albany and so many other upstate cities 

and smaller cities throughout the country. However, Albany has a great differentiator in that core and growing industries 

are attractive to new and young residents that can help sustain and grow the region and to retain established entrepreneurs. 

These are the very drivers of the creative and entrepreneurial classes and a discerning demographic focused on quality of 

life with an urban bent. Yes, overall, there is a trend for people moving back to the cities but there are many other cities 

competing for the same talent and downtown Albany has a distinct role to play in making sure the region is competitive. 

We believe the important goals for Downtown Albany to have are: 

• Attract the right companies and institutions 

▶▶Essential for Albany to identify the companies and capitalize on growing technology and education sectors 

• Attract the right talent 

▶ ▶ Essential to keep the companies going 

▶▶Essential to breath live and activity into downtown 

• Connect the networks 

▶▶The area already has a large variety of assets 

▷▷Academic: Rensselaer, Suny Albany university, etc. 

▷▷Private: GE, tech start up and established companies 

▷▷Public: state and local government 

• The city has economic development and planning initiatives 

1. POTENTIAL THEMES TO GUIDE THE VISION AND GOALS 

Themes help to translate the vision and goals into attributes and requirements for the built environment. Potential themes 

our team will explore include: 

Theme 1: Place to exchange information (ideas and patents; more the intellectual side) 

• Technology 

• Meeting space/shared services 

• Restaurants and amenities 

Theme 2: A place to trade (commercialization of: biotech, chemical products, technology, etc.) 

• Trading space 

• Trading technology (security) 

• Supporting professional services (lawyers, etc.) 

Theme 3: A place to communicate (regionally and globally) 

• Compelling urban environment and placemaking 

• Transportation access 

• Amenities 

• Technology 



19


Theme 4: A place to innovate 

• Spacial configurations and adjacencies 

• Infrastructure requirements 

Theme 5: A place to learn 

• School space 

• Distance learning technology 

• Conference space, etc. 

Theme 6: A place for “downtown lifestyle” 

• Housing units 

• Retail, restaurants, and services 

• Walkable environment 

• Recreational opportunities 

• Arts and crafts space 

• Multi-modal, easy, and fast connections to regional transportation 

Our team will explore these and other themes—our goal will be to define what Downtown Albany should be and strive 

for that sets the vision for an implementable and tactical plan. The output will be the overall principles that will guide the 

plan over time and provide compelling motivation for stakeholder buy-in for the plan and its implementation. This task 

will include: 

• Concept Studies 

• Advisory working group visioning sessions 

• Community Meeting 

2. DEVELOPMENT CONCEPT STUDIES 

The concept studies phase will assess the key Opportunity Sites and establish design principles. The concept studies will 

focus on the Opportunity Sites, but will also address the broader organization of the Downtown. These concept studies 

will: 

• Explore concepts for development, connections, and identity of Opportunity Sites and the Downtown as a whole, 

focusing on a framework that will resonate with the city, the stakeholders, and the community. 

• Identify priority areas for infill development in the Downtown. Study the potential for infill and redevelopment in 

those areas, taking into consideration property ownership, land assembly issues, and the ability to be supported by 

market dynamics in the short and long term. The potential for infill development will be based on data collected 

in the retail market analysis, the office and residential overviews and assumptions about Albany’s competitive 

position for market inflow. 

• Consider alternative design approaches for the civic realm and development sites within the Downtown, 

including extent of open space and its relationship to development, parking strategies, streetscape design, sidewalk 

dimensions, and scale and mix of uses for new development. 

• Explore block variations that test a variety of building typologies with a different program mix, urban design 

character, and massing and density. 

20 




3. ADVISORY WORKING GROUP VISIONING SESSION(S): DESCRIBED IN TASK B 

4. COMMUNITY OPEN HOUSE AND ALTERNATIVES EVALUATION 

• During a two-day trip, hold a community work session or open house to review the development program 

potential and a series of concepts for development strategies in the Downtown. 

• Develop illustrated presentation materials for the activation plan such as PowerPoint shows, reports, brochures, 

etc. 

• Following the open house, conduct a work session with the CAC and key stakeholders to reaffirm goals and 

discuss stakeholder input. During the work session, consider different scenarios for uses, development patterns, 

parking, transportation, street character, and open space; and test different concepts and relative priorities for 

different initiatives. At the conclusion of the work session, weigh the various concepts and agree upon a preferred 

direction for incorporation into the implementation plan. 

DELIVERABLES: 

▷▷ 

Concise and compelling vision statement 

▷▷ 

Visual representation of the Downtown Vision 

TASK D: CORNING PRESERVE PHASE 2 MASTER PLAN 

The Corning Preserve Phase 2 Master Plan presents 

a tremendous opportunity for the city of Albany to 

improve a portion of Albany’s downtown riverfront 

while addressing a number of broader issues as part of 

the Tactical Revitalization Plan for Downtown Albany. 

Continuing the transformation of the Preserve that 

started nearly a decade ago with the Hudson Riverway 

Pedestrian Bridge will be an essential element of the 

overall plan. Unique to our team is Sasaki Associates 

and Clough Harbor & Associates (CHA), who have 

had a long relationship of successful collaborations on 

urban projects together; Clough Harbor has specific 

working knowledge of the Corning Preserve site after 

being involved in the initial Phase 1 Master Plan. 

Amphitheater improvements, which could include a covered stage and a green room, would provide the City with the ability 

to attract a wider range of cultural events. Moreover, the Preserve north of the tidal ponds is underutilized and inefficient. 

Considering the scarcity of publicly accessible riverfront, we believe eliminating public parking with the Preserve should 

be explored as part of the master plan. A pedestrian connection across Quay Street to state-owned parking underneath 

I-787, would provide all the parking the Preserve needs. 

The RFP includes the Scope of Work that defines, among other things, the inter-agency client leadership that is critical 

to getting the project to move forward and includes the New York State Department of State the City of Albany and the 

Capitalize Albany Corporation and a specific list of tasks the Client wishes to have undertaken in this Phase 2 Master 



21


Plan. These tasks will address the often competing needs of the community, transportation, infrastructure, and regulatory 

requirements of working riverfronts. The task of our team will be to review past studies and gain an understanding of goals 

of the Waterfront Steering Committee, Action Team, and community so as to transform the Corning Preserve Park into a 

bold 21st century vision worthy of national recognition, appropriate for the city of Albany. 

Based on the information provided in the RFP and team’s understanding of the goals regarding the future integration of 

the boarder Tactical Master Plan and the Corning Preserve Phase 2 Master, as summarized above, our team proposes to 

provide the following Scope of Services. 

1. PROJECT INITIATION AND PREPARATION FOR THE CORNING PRESERVE PHASE 2 MASTER 

PLAN 

A. Conduct a project kickoff meeting with the Waterfront Advisory Committee (Advisory Committee), and others 

as may be determined by the Client, for the purposes of: 

▶▶Reviewing Roles and responsibilities 

▶▶Developing communication protocols 

▶▶Defining public participation and communication process 

▶▶Confirming expectations regarding project deliverables (e.g. plans, reports, graphics, presentation media, 

etc.) 

▶▶Verifying the project schedule 

▶▶Written summary of discussion 

▶▶Walking tour of the Preserve 

2. PREPARATION OF PROJECT AREA SITE RECONNAISSANCE STUDY 

A. Conduct a site reconnaissance for the purpose of examining current site conditions, its context relative to adjacent 

land uses and views, and connectivity of the site within the lager downtown area. 

B. Collect and review available information concerning the physical characteristics of the site and its regulatory 

context. Specific information to be reviewed, identified and mapped, as available, will include: 

▶▶Site survey showing extent of boundary and utilities 

▶▶Ownership/grant/lease status of all lands impacted by the design area 

▶▶Pedestrian and Traffic Data 

▶▶Geotechnical Investigation 

▶▶Acoustical Study 

▶▶Hazmat Screening 

▶▶Boathouse Study 

▶▶Soil maps 

▶▶Environmental Site Assessment 

▶▶Aquatic Habitat Impact Study 

▶▶Topography and Hydrology reports 

▶▶Corp of Engineers Application (preliminary) 

C. Synthesize the information collected and identify in an illustrative map key opportunities and constraints for the 

riverfront and its relationship to the Tactical Master plan. 

22 




D. Submit Project Area Site Reconnaissance Map to the Riverfront Advisory Committee and Action Team for 

approval. 

3. PUBLIC OUTREACH 

A. In consultation with the Advisory Committee, conduct a public work shop meeting to solicit community feedback 

and input on park future role as catalyst for revitalization on the riverfront and open space. 

B. Revise the Area Site Reconnaissance Map based on feedback from the community and steering committee. 

C. Submit a written summary of the public input to the Advisory Committee for review and approval. 

4. DRAFT MASTER PLAN 

Based on the feedback from the community and Advisory Committee, 

the team will begin to pursue alternative design responses to the 

various ideas shared from the previous phase of work. The draft plans 

will have the flexibility to accommodate diverse and varied program 

as well as seasonal events and fixed elements within the park to and 

alternatives to programming and needs. 

A. Our team will develop up to three plan alternatives taking 

advantage of our teams ten plus years’ experience working at 

Corning Preserve and our portfolio of similar project. The 

alternatives will include but not be limited to the following: 

▶▶Program 

▶▶Traffic/Parking implication (including reducing or eliminating parking) 

▶▶Connection to public parking via Quay Street 

▶▶Utility impacts 

▶▶Improvements to existing Amphitheater (seating 800) 

▶▶Covered Stage, green room and “back of house” space 

▶▶Water sheet and boating connectivity 

▶▶Trail and pedestrian connectivity 

▶▶Park amenity facilities 

▶▶Park Maintenance impacts 

▶▶Code Compliance 

▶▶Cost Modeling for improvements 

▶▶Shoreline improvements 

▶▶Enhancements to the existing tidal ponds 

▶▶Riverfront Bar & Grill 

▶▶Flood disaster plan 

B. Deliverable shall be submitted to the Advisory Committee for review and approval and shall include a written 

summary of program, cost modeling for each alternative, and Concept Draft Master Plans for each alternative. 

C. Our team will conduct a public informational meeting updating the community on the Draft Master Plan 

Alternatives and seeking input and reaction to each scheme. 

▶▶Meeting minutes and Summary of meeting shall be provided to the Advisory Committee. 



23


5. FINAL MASTER PLAN 

A. Based on discussion and input from Advisory Committee and relevant entities a preferred plan direction shall be 

identified and documented in writing to the team. Upon receipt of written confirmation the team shall prepare the 

Final Master Plan, accompanied with the appropriate supporting technical and written backup and submitted to 

the Advisory Committee for final comments. 

B. Upon receipt of comments from the State, City, and stakeholders the team will prepare the final summary report 

for the Corning Phase 2 Master Plan. 

C. Present the Final Master Plan to Planning Commission for approval 

D. Present the Final master Plan to the City Council for approval 

CHA’s Role 

CHA has been working at Corning Preserve since 2001 when we prepared the Phase 1 Master Plan. Our work continued 

with design and construction of Hudson Riverway Pedestrian Bridge and Corning Preserve Amphitheater. In 2005, we 

prepared the Phase 2 Master Plan for Corning Preserve. With more than a decade worth of experience at the preserve, we 

have completed a significant data collection and engineering and environmental analysis. In supporting preparation of the 

Phase 2 Master Plan, we can draw on the following information: 

• Topographic Survey 

• Pedestrian and Traffic Data 

• Geotechnical Investigation 

• Acoustical Study 

• Hazmat Screening 

• Phase 2 Schematic Design Drawings 

• Boathouse Study 

• Environmental Site Assessment 

• Aquatic Habitat Impact Study 

• Corps of Engineers Application (Preliminary) 

CHA will provide engineering and environmental support. We will assist with testing of potential alternatives by 

considering: 

• Differing levels of traffic, water, sewer, and other utility improvements 

• Potential permitting requirements 

• Code consistency 

• Potential impacts on the natural and man-made environments, adjacent properties 

For the preferred Master Plan, we will provide engineering recommendations for: 

• Needed infrastructure, utility systems (locations, segments, connections, rights-of-way and easements) 

• Amphitheater improvements 

• Shoreline and marina improvements 

• Pedestrian and vehicular circulation 

24 




• Linkages to adjacent parking areas 


DELIVERABLES: 

▷▷ 

Scoping meeting with appropriate parties 

▷▷ 

Meeting summary which indicates the agreements/understandings reached 

▷▷ 

Existing condition survey maps 

▷▷ 

Conduct community meetings and document with summary notes 

(2- meetings: visioning session and draft master plan) 

▷▷ 

Draft master plan 

▷▷ 

Final master plan and all supporting materials 

Note: Our team is very interested in being considered to provide continued services for the Performance Place portion of 

the Master Plan and will be happy to discuss the scope of work and fees with CAC and NY DOS. 

TASK E: IMPLEMENTATION PLAN 

Based on the findings and recommendations from Tasks A – D, the AKRF team will prepare a prioritized implementation 

plan that identifies the critical path initiatives, specific funding resources, structural/organizational capacity, and 

partnerships/stakeholders to facilitate each of the recommendations for achievement of the community’s visions. 

1. DEVELOPMENT OPPORTUNITIES 

We will provide information on the viability of development and redevelopment opportunities in the study area and 

we will identify proposed “Targeted Investment Areas”—major redevelopment opportunities, underutilized sites, and 

obsolete structures capable of adaptive re-use, and will create a “Decision Matrix” to evaluate key variables for development 

scenarios such as: 

• Degree of Risk/Operational Implications 

• Existing Market Support Dynamics and Potential Market Share 

• Contributions to Regional Tourist/Visitor Draw 

• Viable Future Exit Strategy for Investors 

• Timing/Phasing Impacts 

• Full Development/Redevelopment Capital Requirements 

• Financing Hurdles and Potential Public/Private Special Funding 

• Co-venture/Joint Venture Potentials 

Halcyon together with the AKRF team will create new mixed-use development ”Visions” for selected Targeted Investment 

sites, with each including: 

• Identified market support for the concept for each and every component 



25


• Urban designs that can conjure powerful before/after comparisons 

• Itemize public benefits (economic and fiscal impacts analysis—optional service) 

• Showcase higher density mixed-use with focus on early absorption such as workforce housing and special retail 

destination niche concepts 

• Schematic Development Pro Formas (optional service) with possible public incentive alternatives from 

infrastructure to joint venture participation 

Potential Optional Deliverables 

• Pro forma analysis of the redevelopment Program (AKRF) 

• Fiscal impact/tax generation analysis (AKRF) 

2. TARGETED ATTRACTION AND RETENTION STRATEGIES 

Halcyon together with the AKRF team will prepare attraction and retention strategies including recommendations to 

assist in repositioning assets to attract businesses, employees, and residents. Our findings from Tasks 5.1 and 5.2 (Reverse 

Engineering for New Employment Location Criteria and Shifting Barriers to Entry) will in particular provide powerful 

insights to develop specific strategies relevant to attract the target companies and institutions that will be key to downtown 

Albany’s revitalization. We will also identify the “Movers & Shakers”—the key stakeholders, those who now have/could 

have real impact on Albany. AKRF and Halcyon will compile a recommended incentives “War Chest” based on research 

and which will be additive to the financial assistance options that Next Street will prepare in Task 3 below. 


• Business attraction and retention plan 

• Talent attraction plan 

• Retail recruitment and tenanting strategy 

• Resident retention and attraction plan 

3. FINANCIAL ASSISTANCE OPTIONS 

Next Street develops customized, flexible and affordable financing solutions that combine public and private capital 

sources. They specialize in bringing financing solutions for businesses and projects that combine multiple sources of capital, 

depending on the size and need of each opportunity and work directly with institutional lenders and investors, private 

equity and debt providers, community and social based capital providers, government funding programs, and corporate/ 

civic capital providers. 

In the development of Funding & Financing Strategies, key steps include: 

• Identifying priority projects across a range of community and economic development objectives 

• Exploring various capital structure options for implementation and execution 

• Providing a set of financing options for “a short list” of recommended projects that may include private equity, 

hard debt, tax credit equity (e.g., NMTC, HTC), EB-5, bond financing or other low-cost sources 

• Defining key implementation requirements and next steps, such as: 

▶ ▶“Packaging” the financial story 

▶▶Identifying and securing lenders, investors, and other capital sources for the transaction 

26 




▶▶Submitting funding/financing applications to source tax credit equity, EB-5 financing, NMTC allocation, 

hard debt of other capital options 

▶▶Providing an overview of the closing process including requirements of key stakeholders, banks and other 

funders 

Next Street’s focus is on financing projects that meet the needs of the local community. The funding and financing strategies 

will complement broader community and economic initiatives that meet the needs of local businesses, anchor institutions, 

and community residents. 


• Financing/incentive development strategy 

• Revenue generation plan 

• Tax restructuring/incentive plan 

4. MARKETING AND PLACEMAKING STRATEGIES 

The AKRF team understands that major elements of downtown Albany’s success will be a creative and effective marketing 

and placemaking effort. Our team collectively has broad national experience in developing these strategies for urban 

areas and major development projects. We will provide the CAC with highly effective and implementable marketing and 

branding plans and placemaking strategies. In addition, we will be able to draw upon CHA’s previous experience from 

developing way finding and signage plan for parts of the downtown area. 


• Way finding and signage plan 

• Comprehensive marketing and branding plan 

5. QUALITY OF LIFE AND INFRASTRUCTURE INITIATIVES 

Our team has deep experience and knowledge of best practices for quality of life and infrastructure initiative important to 

urban areas. Utilizing our collective experience and based on the findings, recommendations, and stakeholder/community 

input drawn from Tasks A – D, the AKRF team will develop strategies relating to: 

• Parks/open space 

• Entertainment 

• Cultural activities and facilities 

• Parking recommendations/initiatives 

• Performance Reporting System/metrics 

City Activators and CHA’s experience will be particularly helpful to the team for the following activities: 

City Activators Inc. 

Cultural Events and Public Space Activation Recommendations 

• Live activities geared toward potential users that occur at various times of day and in all seasons of the year. 

Components may include: entertainment, sports, cultural events, retail promotions, community gatherings, 

recreational activities, fairs, festivals, and markets. 

• Site-specific visual arts projects that may include: permanent pieces, temporary installations, functional art, art 

studios, pop-up galleries, art event, and art festivals. 



27


• One or more original signature celebrations unique to the location that work to establish or reinforce its identity. 

• Propose interim events (and locations) to occur pre-construction for the purpose of promoting the project. 

• Permanent and temporary attractions (and locations) such as carousels, playgrounds, street vendors, cafes and 

“Pop Up” events. 

• Present all programming ideas in an annual activation plan illustrated with precedent images and sketches. 

Site Design & Infrastructure: 

• Coordinate with the AKRF team and identify appropriate locations for activation. 

• Recommend “placemaking” enhancements such as temporary street furniture, plantings, banners, kiosks, 

umbrellas, etc. 

• Identify infrastructure elements required to support the activation plan and coordinate positions of the 

infrastructure components with the AKRF team. 

• Identify potential rental venues. 

• Recommend uses for existing on-site structures. 

• Inform the team with information related to proposed uses such as audience flow, crowd control, loading zones, 

and security lighting. 

CHA: 

• CHA will support preparation of the implementation plan by focusing on infrastructure and transportation 

improvements related to development opportunities. We will outline the need for expanded or upgraded 

infrastructure along with order of magnitude costs. 

• Techniques to manage traffic and congestion while maintaining a pedestrian-friendly environment will be 

outlined. Smart Growth techniques to reduce car and truck traffic and take advantage of intermodal opportunities 

will also be identified. 


• Parking strategic plan 

• Park/open space/streetscape plans 

• Entertainment and cultural program 


DELIVERABLES: 

▷▷ 

Summary of applicable best practices 

▷▷ 

Implementation Plan (including funding strategies, partnerships, and 

timeframes/schedule) 

▷▷ 

Performance Reporting System/metrics 

▷ ▷ Potential Optional Deliverables: Implementation guide (standalone editable 

document) 

28 




TASK F: WOW FACTOR 

As we stated at the outset of our proposal, Albany is at a transformative moment and now is the time for a focused and 

coordinated plan of action. Our approach to the WOW factor is to infuse the study process as well as our recommendations 

with activities, tools, and processes to continuously demonstrate to the community, investors, businesses, and developers 

that the City is starting the transformation process now. 

We have grouped our proposed WOW factor activities and components into three broad categories: 

PROMOTE AWARENESS OF DOWNTOWN ALBANY WITHIN THE REGION 

• Assist CAC in planning and sponsoring “Pop Up” events: art, cultural, entertainment, and food concepts that can 

take place both during and after the study and using these events to obtain feedback, ideas, and comments about 

the redevelopment plans, proposed mix of uses and offerings for the downtown study area. 

• Facilitate industry symposiums: Assist the CAC in mounting an outreach effort with a singular purpose to 

infiltrate committees in national industry organizations by planning and hosting of a regional symposium on 

topics related to downtown revitalization. These symposiums serve a dual purpose of allowing Albany to be seen 

as a recognized Though Leader on issues such as: 

▶▶Urbanization trends 

▶▶Site location factors 

▶▶Innovative financing 

▶▶Adaptive reuse 

▶▶University partnerships 

USE OF TECHNOLOGY TOOLS TO SOLICIT IDEAS, INFORM, AND LAUNCH PILOT PROGRAMS 

• Incorporate the use of crowd sourcing and other survey techniques at Pop up events and during the stakeholder 

engagement process to generate ideas, comments early on and during the study process 

• Use survey technologies such as Mind Mixer and Survey Monkey to obtain ideas and comments from community 

members at their leisure 

• 3-D simulations: identify scenarios that can be developed into 3-D graphical representations to simulate and 

capture the interaction between multiple modes of transportation including walking, cycling, and transit that 

can demonstrate to community member and stakeholder improvements that can result from the downtown’s 

revitalization. 

• Evaluate feasibility of launching a Downtown Albany parking and retail merchandizing programs such as: 

▶▶City wide parking valet services to promote dining and shopping during specified periods 

▶▶Linked shopper loyalty programs to promote new and existing retail concepts 

COMPILE/PRIORITIZE LONG-TERM BIG DEVELOPMENT CONCEPTS 

Our team will compile and provide high-level concepts for big long-term development concepts that can be linked to and 

the result of the implementation of the tactical revitalization plan for the downtown study area in the short-term. Ideas for 

consideration include: 

• SUNY Albany Downtown Campus – establish satellite campus for Albany with dormitory 



29


• Albany/Rensselear Metropolitan District – a singular intermodal district to better link the two waterfronts and 

better connect the Amtrak Station in Rensselear to Downtown. We envision almost a mini-Pittsburgh waterfront 

type model (waterfront development, water taxi, etc.). 

• Replace the Greyhound Bus Station with new Intermodal Center on Broadway 

• New Train Station – The warehouse district in the north end of Study Area is slowly developing in an 

entertainment district, with potential for residential. Jump start the area by developing small train station as 

Amtrak runs through the area already. 

• Arterial Improvements (next 30 years) - I-787 and South Mall Arterial converted to boulevards – both are 

reaching end of useful life and will need major rehab in the future. Drop them both and convert to a boulevard. 

The change to City would be unbelievable. While reconnecting the City back to the waterfront, it would have the 

added benefit of reconnecting the low income/minority neighborhood in the South End back to downtown. 

DELIVERABLES: 

▷▷ 

WOW recommendations and implementation strategy 

▷▷ 

Symposium Facilitation assistance 

▷▷ 

Implementation of technology tools for use during stakeholder engagement 

activities (included in Task B optional services) 

▷▷ 

High-level concepts (sketches and descriptions) for 3- 4 big long-term projects 

TASK G: FINAL REPORTS, DOCUMENTS, AND PRESENTATIONS 

We will prepare and print all materials including final reports, summaries, documents, and presentations. At the completion 

of the engagement, we will prepare a draft report and final report that will be comprised of visuals, graphics, and succinct 

bullet-point text designed to be compelling yet easy-to read. We will design the final document is such a way that it can be 

reproduced and used as a marketing tool. AKRF will provide 20 printed copies and one electronic copy of the final tactical 

plan. 

30 



TEAM OVERVIEW 

The AKRF Team has added two firms to ensure that our team can manage all aspects of the RFP that have been outlined 

in the scope of work and professionally approach any potential issues with regards to the redevelopment project and the 

Corning Preserve Phase 2 Master Plan. These two new team members are Clough Harbour & Associates and City activators. 

We have also included Sasaki’s Landscape Architecture and Urban Design team to lead the Master Planning efforts. 

In this section you will find a firm profile, project experience, and resumes of key staff for Clough Harbour & Associates 

and City activators, as well as additional qualifications and resumes from Sasaki. Arch Street Communications has also 

added a resume which is included in this section. 

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

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

Albany study area. 

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

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

• demographic and market conditions; 

• real estate and economic development; 

• economic and fiscal impacts analysis; and 

• tourism and hospitality studies. 

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

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

Sasaki Associates will lead the Planning and Urban Design component of this project along with the Corning Preserve 

Phase 2 Master Plan. Sasaki is an internationally recognized firm with a vast range of US and international planning and 

urban design projects. Sasaki is engaged in virtually every aspect of the built environment. Their interdisciplinary structure 

brings significant value to clients and their deep experience in developing urban design and redevelopment strategies for 

urban areas, such as Downtown Albany, will enable our team to create a vibrant vision and actionable strategic plan. 

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

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

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

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

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

to the team during the course of the project. 

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

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

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

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



1

TEAM OVERVIEW 

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

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

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

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

solutions and public outreach for agencies, including NYSDOT and the New York State Thruway Authority, among many 

others. 

Clough Harbour & Associates will provide support Engineering throughout the project, and in particular for the Corning 

Preserve Phase 2 Master Plan. CHA has 1,400 staff in 50 offices globally and is headquartered in Albany, NY. CHA is a 

diversified, full‐service engineering firm in both market and service delivery. They a nationally recognized for providing 

their clients with innovative approaches to planning and design in the built environment. 

City Activators, Inc. will provide services in relation to Cultural Activities and Public Space Activization. The firm 

advises developers, designers, and urban planners on strategies for enlivening public spaces, revitalizing existing ones, 

and envisioning new ones. Clients include architects, government agencies, and real estate developers of parks, plazas, 

streets, waterfronts, piers, retail centers and mixed-use urban projects. Their approach integrates program planning with 

public space management, financing, and design, so that the result is not only a great place, but also one that works. Their 

programming concepts are closely integrated with the physical characteristics of each site and informed by the history and 

traditions of the surrounding community with the goal of enhancing the brand of a particular place. 

2 





Organization Chart 

Project Team 

AKRF 

Sasaki 

Halcyon 

Next Street 

Arch 

CHA 

CA 

AKRF, Inc. 

Sasaki Associates 

Halcyon Ltd. 


Arch Street Communications 

Clough Harbour & Associates 

City Activators 


PRINCIPAL-IN-CHARGE 

Peter A. Liebowitz, AICP 

AKRF 

Project Management 

R. Keith Rowan 

AKRF 

Economic & Market 

Analysis 

Planning & Urban Design 

Landscape Architecture & Design 

Funding & Financing 

Strategies 

Community Engagement 

Cultural Activities/ 

Public Space Activization 

Christian Michel, CCIM 

AKRF 

Jocelyn Torio 

AKRF 

R. Keith Rowan 

AKRF 

Frederick Merrill, AICP 

Sasaki 

Robert Culver 

Sasaki 

Jon Trementozzi 

Sasaki 

Nina Peek, AICP 

AKRF 

Michael Beattie, P.E. 

AKRF 

Steven R. Wilson, AICP, PWS, LEED AP 

CHA 

Corning Preserve Phase II 

Master Plan 

Gina M. Ford, ASLA 

Sasaki 

Mark O. Dawson, FASLA 

Sasaki 

Laura Marett, ASLA 

Sasaki 

Zachary Chrisco, PE 

Sasaki 

Engineering 

Peter M. Conway, RLA, ASLA 

CHA 

Ron Walker 

Next Street 

Jon Aram 

Next Street 

Gloria Lee 

Next Street 

Nora Madonick 

Arch 

Virginia Mold 

Arch 

Anne Marie Corbalis 

Arch 

Karin Bacon 

CA 

Brooksie Hughes 

CA 

Michael E. Hollowood, PE 

CHA 

Steven R. Wilson, AICP, PWS, LEED AP 

CHA 

Downtown Repositioning/Revitalization Advisors 

Michael P. Buckley 

Halcyon 

Charles Shorter 

Halcyon

FIRM DESCRIPTION l 

SERVICES 

PLANNING AND URBAN DESIGN 

LANDSCAPE ARCHITECTURE 

ARCHITECTURE 

INTERIOR DESIGN 

CIVIL ENGINEERING 

GRAPHIC DESIGN 

STRATEGIC PLANNING 

Sasaki is an international design firm that is 

actively engaged in virtually every aspect of the 

built environment—architecture, civil engineering, 

graphic design, interior design, landscape 

architecture, planning and urban design, and 

strategic planning. Our interdisciplinary structure 

adds client value. A purposeful cross-pollination 

of skills among our range of professionals results 

in a synthesis of economic reality, environmental 

sustainability, cultural awareness, and keen 

aesthetic judgment. 

CONTRIBUTION—THE HIGHEST VALUE 

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

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

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

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

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

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

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

landscape. 

A MODEL OF INTERDISCIPLINARY DESIGN 

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

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

within the studio area of expertise. Simultaneously providing organization and 

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

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

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

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

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

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

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

creative approach to a project in Cleveland.

FIRM DESCRIPTION l 

A RANGE OF EXPERIENCE, AN UNLIMITED HORIZON 

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

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

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

the technology corridors of northern India. Our commitment to environmental 

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

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

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

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

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

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

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

support systems. 

SERVING CLIENTS AND VARIED CONSTITUENCIES 

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

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

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

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

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

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

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

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

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

environments that will last multiple generations. 

OUR OPEN STUDIOS 

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

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

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

achieved LEED EB Gold certification. 

SASAKI FACTS 

• Founded in 1953 by Hideo Sasaki, former head of 

Landscape Architecture at Harvard University and a 

major figure in 20th Century design 

• More than 200 employees in our Boston office 

• Ongoing professional relationships with institutions, 

governments, and private companies in all 50 states 

and on six continents 

• A diverse staff reflective of this global reach, 

representing 35 countries and speaking 28 languages 

• More than 500 national and international design 

awards across all firm disciplines 

• More than 30 LEED Accredited Professionals

Wheeling Heritage Port l 

Wheeling, West Virginia 

CLIENT 

City of Wheeling/Wheeling National Heritage 

Area Corporation (WNHAC) 

SERVICES 

Planning 

Urban Design 

Landscape Architecture 

Civil Engineering 

COST 

$4 million construction cost 

COMPLETION DATE 

2002 

AWARDS 

Boston Society of Landscape Architects, 

Honor Award for Waterfront Design, 2003 

The Waterfront Center, Excellence on the 

Waterfront Honor Award, 2003 

The three acre waterfront park along the 

Ohio River is part of a program of urban 

revitalization and community enhancement. 

The WNHAC planned to create 

within the Wheeling waterfront area a 

park and trail system that celebrates 

and interprets Wheeling’s natural, cultural, 

and historic legacy, and provides 

outdoor public space to attract both 

residents and tourists. The new park 

also serves commercial and recreational 

port activity. 

Funding for construction became available 

in 1998, under a grant from the 

National Park Service. The old Wharf 

Garage in the center of the site was 

demolished to make way for new park 

construction, consisting of an amphitheater, 

an entry plaza, and a river-edge 

(t-b) Overall view of the park showing the amphitheater and boat mooring 

facilities; a typical Wednesday evening concert.

Wheeling Heritage Port l Wheeling, West Virginia 

walkway with mooring facilities for 

large visiting stern-wheelers such as 

the Delta Queen. A new 250 foot pier 

provides mooring for smaller private 

boats and includes handicapped access. 

The new park is the site of the annual 

Italian Festival, the city’s annual Fourth 

of July fireworks, and the popular weekly 

Wednesday night live concerts in the 

park. Patrons in boats and on foot 

attend musical presentations. 

In its first full year of operation, the 

Heritage Port was the crown jewel of 

summer activity in Wheeling. The total 

attendance at summer events was estimated 

to be in the 300,000 to 350,000 

range. 

(t-b) Fourth of July celebration; the broadwalk provides access to all areas 

of the park; the small boat mooring pier.

Ithaca Commons Redesign l 

Ithaca, New York 

CLENT 

City of Ithaca 

SERVICES 

Planning 

Urban Design 


Architecture 


Graphic Design 

SIZE 

75,000 square feet 

COST 

Est. $9 million 


Ongoing 

Ithaca Commons, a two-block pedestrian 

mall, is the social and economic 

center of the city. Sasaki completed a 

concept design to assess existing conditions 

and provide recommendations 

to improve the commons as a retail 

environment and community gathering 

space. 

The preliminary concept plan draws 

inspiration from the striking gorges of 

Ithaca. The distinctive paving pattern 

blends historic circulation patterns of 

the area with the linear quality of the 

geologic features of the gorges. Planted 

amenity zones seem to grow from the 

splits in the stone. The water feature 

along Bank Alley was directly inspired 

by the cracking, splitting characteristics 

of the stone found in Ithaca’s gorges. 

Water bubbles, seeps, and drips over 

the stone in a playful manner that 

invites children to explore. These features, 

combined with improved performance 

spaces and ample amounts of 

movable seating, supply the energy and

Ithaca Commons Town Center l Ithaca, New York 

vibrancy needed to activate the commons. 

Trees provide dappled shade and 

a lawn for informal gatherings softens 

the space and unifies the landscape. 

Public meetings and feedback are an 

integral component of the design process. 

The reuse of existing site materials 

and incorporation of local resources 

emphasize the sustainable approach 

of the project. Salvaged granite from a 

previous fountain and locally harvested 

Black Locust wood are part of a larger 

strategy to incorporate responsible 

design practices on the commons.

Sunbury Riverfront Park l 

Sunbury, Pennsylvania 

CLIENT 

City of Sunbury, Pennsylvania 

SERVICES 

Planning 

Urban Design 


Marine Engineering 

SIZE 

25 acres, 1.1 miles 

COST 

$10 million 


2008 

Sunbury River Park reunites a city to its 

waterfront. With two flood protection 

walls, a beautiful stone wall from the 

1930s and a rather harsh 14 foot high 

concrete wall from the 1950s, the city 

is like a fortress and the Susquehanna 

river its moat. To boost the Sunbury 

economy and civic pride, the city must 

reconnect to the water. 

The challenge was to retain the flawless 

flood protection but provide true connection 

and programming for the waterfront. 

Four openings with state-of-the-art flood 

gates will be cut into the concrete wall. 

These gates allow access to the new 

river shore park, a riparian landscape, 

with wildflower meadows and repaired 

rivers edge, offering informal playing 

fields, a river walk, a marina and an 

amphitheater for cultural events in the 

summer. 

In addition the city fabric will be reconnected 

to the river; each city street 

ending at the floodwall will now end at 

an overlook pavilion, beaconing people 

to take a look at the views over the

Sunbury Riverfront Park l Sunbury, Pennsylvania 

floodwall to the waterfront and beyond. 

At night these pavilions will be illuminated 

and become lanterns along the 

flood wall, communicating the city fabric 

to traveler on the opposite shore of 

the river. 

Along the city side, located in the shelter 

of the floodwall, an interior park 

will be created, which will provide a 

contrasting horticultural setting. Paths 

will be meandering through an orchard, 

touching color themed flower gardens 

and leading to the largest opening in 

the flood wall at the amphitheater. This 

opening will be integrated into an urban 

plaza, featuring a café with river overlook 

and space for festivals, markets 

and public art. It will create a direct 

physical connection from the historic 

core of the town to the new amphitheater, 

stepping towards the river in a 

series of terraces.

Wilkes-Barre River Common l 

Wilkes-Barre, Pennsylvania 

CLIENT 

Luzerne County Engineers Office 

SERVICES 




2008 

AWARD 

The Waterfront Center, Honor Award, 2010 

Sasaki contributed to the social and 

economic revitalization of Wilkes Barre 

by transforming the existing riverfront 

open spaces located along the east 

bank of the Susquehanna River into a 

vibrant waterfront landscape that reconnects 

the natural resource of the river 

and its banks with the downtown. Flood 

protection levees had effectively cut off 

the river from the community and its 

recreational and scenic potential had 

not been promoted as a major open 

space attraction. Sasaki proposed a 

25-acre park running for over 400 feet 

along the east bank, which will connect 

the river landscape with the urban 

fabric. 

Sasaki took advantage of the flood 

wall raising planned by the Corps of 

Engineers by designing a continuous 

pedestrian promenade that runs along 

the top of the levee. This walk affords 

extensive views of the river environment. 

Millennium Circle is one of two new 

river gateways that directly connect the 

city with the river. New and revitalized 

park spaces on both sides of the levee 

have been designed to accommodate 

a wide range of activities, creating both 

a large civic stage for festivals and a 

series of intimate spaces for the activities 

of daily life. Flood gates have been 

integrated into the fabric of these spaces 

to ensure flood protection.

Wilkes-Barre River Common l Wilkes-Barre, Pennsylvania

Charleston Waterfront Park l 

Charleston, South Carolina 

CLIENT 

City of Charleston 

SERVICES 

Planning 

Urban Design 



COST 

$12.7 million construction cost 


1990 

SUSTAINABLE FEATURES 

• Extends urban grid 

• Brownfield redevelopment 

• Provides open space for all 

• Preserves ecological lands 

• Protects habitats 

• Promotes (re)forestation 

AWARDS 

American Society of Landscape Architects, 

Landmark Award, 2007 


Honor Award, 1999 

American Association of Nurserymen, 

National Landscape Award, 1993 

The Waterfront Center, Top Honor Award, 

“Excellence on the Waterfront” Awards, 1992 

Boston Society of Landscape Architects, 

Design Award, 1991 

Presidential Design Awards, Federal Design 

Achievement Award, 1991 

The Waterfront Center, Honor Award, 

“Excellence on the Waterfront” Awards, 1990 

The master plan for the Charleston 

Peninsula provided the framework for 

public and private development with the 

goals of bringing new life to the waterfront 

and providing a safe, attractive 

environment that would invite residents, 

(t-b) Aerial views of the City of Charleston and Waterfront Park, oakshaded 

promenade; master plan

Charleston Waterfront Park l Charleston, South Carolina 

visitors, shoppers, and business people 

to the historic downtown. 

Sasaki’s subsequent design for the 

seven-acre Waterfront Park transformed 

the underutilized Cooper River riverfront 

into a long, curving expanse of green 

that includes a 1,200 foot promenade 

along the water’s edge, recreational 

piers, shade structures, participatory 

fountains, lawns and seating walls, and 

quiet gardens under a grove of live oaks. 

Restoring native vegetation and featuring 

the “low country” way of life contributes 

to the popularity of the waterfront 

areas. Within the park, existing marsh 

grasses along the promenade have 

been restored and supplemented to protect 

the river’s marine ecology. 

The pineapple fountain stands as a 

traditional symbol of hospitality in the 

south, while offering a cooling effect 

and interactive play for people of all 

ages. A 365 foot long pier reaches 

out to the deepest waters of the harbor, 

offering choice fishing spots as well as 

colonnaded shade structures with traditional 

porch swings and benches. 

Immediately prior to its opening, the 

new waterfront edge successfully withstood 

the full force of Hurricane Hugo 

and has continued to stand the test 

of time as a popular promenade with 

sweeping views of the Cooper River. 

(t-b) Aerial view of the restored salt marsh and new seawall, with pineapple fountain, 

the great lawn provides space to play and views to the river, Vendue Plaza, 

with its interactive fountain, celebrates the meeting of the city grid and the river.

Phyllis W. Smale Riverfront Park l 

Cincinnati, Ohio 

CLIENT 

Cincinnati Park Board 

SERVICES 

Master Planning 

Urban Design 



Marine Engineering 

SIZE 

32 acre park 


Ongoing 

SUSTAINABLE FEATURES 

• Extends urban grid 

• Brownfield redevelopment 

• Creates mixed land use 

• Creates compact development 

• Provides open space for all 

• Scaled for microclimate 

• Engages alternative transportation 

• Limited/reduced parking 

• Minimizes auto reliance 

• Reduces/prevents erosion 

• Reduces impervious surfaces 

• Minimizes light pollution 

• Promotes (re)forestation 

• Sustainability education 

• Municipal and regional sustainability 

The goal of the master plan is to create 

a world-class contemporary setting on 

the riverfront for Cincinnati by reconnecting 

the heart of the city, Fountain Square, 

to the Ohio River. The 32 acre central riverfront 

park is the remaining and largest 

jewel to be implemented in a series of 

smaller public parks on the high banks 

of the downtown portion of the Ohio 

River. The Central Riverfront Park will

Phyllis W. Smale Riverfront Park l Cincinnati, Ohio 

complete the necklace on the Cincinnati 

riverfront and tie to a much larger 

statewide recreation trail and bike system 

that concludes in Columbus, Ohio, 

approximately 75 miles to the north. 

The park acts as a setting and catalyst 

for civic activities and entertainment 

venues such as the new National 

Underground Freedom Center, Paul 

Brown Stadium (home of the Cincinnati 

Bengals) and the Great American 

Ballpark (home of the Cincinnati Reds), 

supported in partnerships with private 

and public funds. Planned in the district 

is a six- block, mixed-use development 

that will bring roughly 400 residential 

units and office and commercial activities 

into the waterfront district. The park 

program includes the creation of an 

appropriate setting for the Roebling 

Bridge, a historically significant architectural 

icon, along with areas for large 

gatherings, passive recreation, and programmed 

events. The park also provides 

opportunities to integrate art into public 

spaces. A design workshop with sculptor 

Albert Paley was held to search for 

park gateway expressions to celebrate 

the waterfront park. 

Typical park events range from small 

picnic-like activities to large national 

events such as Tall Stakes, which brings 

350,000 visitors to the downtown. The 

park includes several interactive water 

features, a 300-foot pier overlooking 

the river, a sculpture play area, pavilion, 

bench swings, water gardens and 

a 100-foot-long riverfront promenade, 

Cinergy Trace, as well as public landings 

and seasonal docking and wharves 

that service the commercial cruise boat 

traffic.

Indianapolis Waterfront l 

Master Plan 

Indianapolis, Indiana 

CLIENT 

U.S. Army Corps of Engineers, City of 

Indianapolis, and the State of Indiana 

SERVICES 

Master Planning 

Environmental Permitting 

Urban Design 



SIZE 

9 Miles 


1993, master plan 

2005, last phase of implementation 

Four decades ago the Indianapolis 

waterfront was a decrepit riverfront and 

an abandoned industrial canal. Today it 

is a vibrant mix of commercial, cultural, 

and institutional destinations. Sasaki’s 

master plan goes beyond the implementation 

of a recreational environment 

and creates a community place unique 

to the site’s cultural, historic, and topographic 

circumstances. This urban park 

reconnects downtown Indianapolis with 

the river and provides an open space 

surrounded by new development. 

The design for the seven-mile-long river 

corridor links downtown with recreational 

corridors to the north and south via 

continuous green walking and bicycle 

trails along both banks. The connection 

is accomplished in the project’s first 

implementation phase by projecting the 

river landscape into the urban fabric at 

Capital City Landing. 

Remnants of roads, bridges, industrial 

buildings, utility corridors, and canals 

dominated the landing, and levees

Central Indianapolis Riverfront l Indianapolis, Indiana 

and floodwalls cut it off from the river. 

Sasaki’s park design cuts through these 

elements to create waterfront views 

from within the city, and terraces the 

landscape to lead to the river’s edge. 

Limestone cladding, metal trelliswork, 

and vine plantings create texture within 

the park. 

The park has attracted public and 

private sectors to invest in the park 

and adjacent areas. The NCAA Hall of 

Champions, the Indiana State Museum, 

The Indiana Historical Society, The 

Indiana State Library, the Indiana 

Government Center, Historic Landmarks 

Foundation of Indiana, medical research 

facilities, housing, academic institutions, 

a minor league baseball park, and 

additions to the Indianapolis Zoo are all 

neighbors to the site.

Emma Willard School l 

Facilities Master Plan 

Troy, New York 

SERVICES 

Planning 

SIZE 

137 acres 

311 students 

PROGRAM 

Student Life 

Dining 

Performing Arts 

Library 

Faculty Housing 

Outdoor Athletics 

Maintenance 


2003 

KEY CHALLENGES 

• Creatively reusing historic buildings 

• Meeting student life needs for 

today’s students 

• Rationalizing indoor and outdoor 

pedestrian movement 

• Better accommodating vehicular circulation 

on campus 

The project addressed ways to accommodate 

the need for performing arts 

and student life spaces at this private, 

girls’ secondary school through reuse 

of existing, underutilized space on their 

historic campus without proposing any 

new buildings. The school was particularly 

interested in alternatives that 

challenged their existing notions of their 

spaces and their uses without changing 

the essential qualities of the place that 

make it special. 

(t-b) Internal quad; master plan

The core elements of the master plan 

include: 

• New entry and arrival sequence that 

brings students and visitors to a lively 

magnificent historic central entrance. 

• New circulation pattern bringing the 

girls out of the underground spaces. 

• New student life spaces on the main 

floor of the prime residential buildings. 

• New locations for the library as well 

as performing arts. 

Emma Willard School Facilities Master Plan 

The year-long master plan process was 

conducted with extensive participation 

from the faculty, staff and students at 

Emma Willard. One of the tools used 

to stimulate discussion about design 

and functionality was an exercise called 

the Brown Paper exercise. This process 

gives non-designers the ability to articulate 

ideas about design by encouraging 

reactions to a series of photographs of 

different types of spaces, both indoors 

and out. It was extremely successful in 

helping the entire school community not 

only understand their own likes, dislikes, 

biases and visions for their spaces. 

(t-b) “Brown paper” session; master plan; “Brown paper” session; 

concept diagram; conceptual rendering of new entrance

Gina M. Ford, ASLA l 

Principal 

Landscape Architect 

EDUCATION 

Harvard Graduate School of Design, 

Master in Landscape Architecture with 

Distinction 

Wellesley College, Bachelor of Arts in 

Architecture and Architectural History 

REGISTRATIONS 

Registered Landscape Architect: CT, NC 

PROFESSIONAL AFFILIATIONS 

American Society of Landscape Architects 

Boston Society of Landscape Architects 

Gina is a landscape architect, principal, and chair of Sasaki’s Urban Studio. The Urban 

Studio is an energized and interdisciplinary group of practitioners solely dedicated to the 

improvement of quality of life in American cities through rigorous planning, exceptional 

design, and strong community partnerships. 

Gina’s work encompasses a wide range of scales and project types, from public parks and 

plazas to large-scale landscape planning and waterfront projects. She brings to each project 

a passion for the process of making vibrant landscape spaces—from the conceptual 

design to the details of implementation—with a particular focus on the life and use of 

urban, public environments. 

Gina’s experience is additionally informed by extensive research, writing, travel, teaching, 

and competitions. Her teaching includes guest critic and studio instructor roles at the 

Harvard Design School, MIT, and RISD. She holds degrees in Architecture from Wellesley 

College and Landscape Architecture from the Harvard Graduate School of Design, and was 

the recipient of Wellesley’s Shaw Fellowship, the Janet Darling Webel Prize, the Hyde Chair 

at the University of Nebraska, and the Charles Eliot Travelling Fellowship. 

ACADEMIC POSITIONS 

Harvard Graduate School of Design: 

Visiting Critic, Core Curriculum, 2007 

Teaching Fellow, Spring 2005 and 2006 

Graphic Coordinator and Participant, 

“Large Parks; New Perspectives” Exhibition 

and Conference, Spring 2003 

Studio Instructor, Career Discovery 

Program, 2002 

WATERFRONT/URBAN PROJECT EXPERIENCE 

Atlanta Symphony Center Landscape; Atlanta, Georgia 

Beirut Waterfront Park Competition; 

Beirut, Lebanon 

Benjamin Franklin Circle; Washington, DC 

Bridgeport Parks Master Plan; Bridgeport, Connecticut 

Burnham Memorial Design Competition; Chicago, Illinois 

Cedar Rapids Reinvestment and Redevelopment Framework Plan; Cedar Rapids, Iowa 

Center of Science and Industry (COSI); Columbus, Ohio 

Chicago Riverwalk; Chicago, Illinois 

Columbus Riverfront Vision Master Plan; Columbus, Ohio 

Council Bluffs Riverfront; Council Bluffs, Iowa 

Detroit Riverfront Civic Center Promenade; Detroit, Michigan 

Dorchester Shores Beach Restoration; Boston, Massachusetts 

ESPN Corporate Headquarters, North Entry; Bristol, Connecticut 

Harbor Point; Stamford, Connecticut 

Indianapolis Riverfront Development; Indianapolis, Indiana 

Ithaca Common Renovation; Ithaca, New York 

Kennedy Center for the Performing Arts; Washington, DC 

Miami World Center; Miami, Florida 

Detroit Riverfront Civic Center Promenade 

National Harbor; National Harbor, Maryland

Gina Ford, ASLA l Principal, Landscape Architect 

New Jersey Urban Parks Design Competition; Trenton, New Jersey 

New London Waterfront Park; New London, Connecticut 

Phyllis W. Smale Riverfront Park; Cincinnati, Ohio 

Quarterpath at Williamsburg Land Use Master Plan, Permitting and Landscape Design; 

Williamsburg, Virginia 

Scioto Peninsula Parking; Columbus, Ohio 

Washington Canal Park Design Competition 

Spectacle Island Visitor Center; Boston, Massachusetts 

Stamford Harborwalk; Stamford, Connecticut 

Stamford Mill River Master Plan; Stamford, Connecticut 

Stamford Mill River Park; Stamford, Connecticut 

The Tomorrow Plan; Des Moines, Iowa 

Truman Waterfront & Navy Property Master Development Plan; Key West, Florida 

VMAR (Veterans Memorial Auditorium Riverfront); Columbus, Ohio 

Washington Canal Park Design Competition; Washington, DC 

Waterway Square; The Woodlands, Texas 

National Harbor 

OTHER PROJECT EXPERIENCE 

Arthur D. Little Corporate Headquarters; Weston, Massachusetts 

Bryant College, Bello Technology Center; Smithfield, Rhode Island 

Food and Drug Administration Consolidation; White Oak, Maryland 

Rice University Jamail Plaza; Houston, Texas 

Rice University Jones Graduate School of Management; Houston, Texas 

Rice University West Campus Master Plan; Houston, Texas 

University of Pennsylvania, Hill Field; Philadelphia, Pennsylvania 

Center of Science and Industry (COSI) 

AWARDS 

American Planning Association, Excellence in Hazard Mitigation and Planning, Cedar Rapids 

Revitalization and Reinvestment Planning, 2011. 

American Planning Association/ APA Iowa, Excellence Award for Innovation for Sustaining 

Places, Cedar Rapids Parks and Recreation Master Plan, 2010. 

AIA Central States Honor Award for Master Planning; Council Bluffs River’s Edge Park, 2010 

New Jersey Urban Parks Design Competition 

International Downtown Association, Pinnacle Award, Cedar Rapids Revitalization + 

Reinvestment Planning, 2009 

American Planning Association/APA Iowa, Planning Achievement Award for a Hard Won 

Victory, Cedar Rapids Revitalization + Reinvestment Planning, 2009 

Charles Eliot Traveling Fellowship in Landscape Architecture, “Ritual and Ecology in Burial 

Landscapes,” Harvard Graduate School of Design, 2003 

Penny White Research Grant, “Large Parks; Landschaftspark Duisburg-Nord,” Harvard 

Graduate School of Design, 2002

Gina Ford, ASLA l Principal, Landscape Architect 

Janet Darling Webel Prize for Excellence in Design, Harvard Graduate School of Design, 

2001 

Harriet A. Shaw Fellowship, Wellesley College, 2001 

SPEAKING ENGAGEMENTS 

Hyde Lecture: Chicago to Omaha. University of Nebraska at Lincoln. January, 2012 

Urban Fabric. American Society of Landscape Architecture Annual Convention. 2011 

Cities, Rivers, Sites. University of Wisconsin at Madison. March, 2010 

Women in Design Forum at Sasaki. 2010. 

Ritual and Ecology in Burial Landscapes, Rhode Island School of Design. November, 2010 

Cities, Rivers, Sites. University of Rhode Island. November, 2010 

Council Bluffs River Renaissance. American Planning Association Iowa Conference. 

October, 2010 

Post-Disaster Cedar Rapids; Rebuilding Society, Economy, and Environment. American 

Society of Landscape Architecture Annual Convention. 2009. 

Large Parks; New Perspectives Conference. Landschaftspark 

Duisburg-Nord. Harvard Graduate School of Design. 2003 

Student Group Tours and Presentations at Sasaki include the Ohio 

State University, Harvard 

PUBLICATIONS / WORKS FEATURED 

Urban Fabric. North Carolina State University Press. Anticipated March, 2012. 

Stitches in Time; Urban Fabric and Bridgeport. Landscape Architecture Magazine. November, 

2011. 

Hail to the Blue and Green; Waterfronts and Sustainability.Planning Magazine. November 

2010 

Letter to the Editor, Architecture Boston. September, 2010 

The Road to Recovery. Planning Magazine. July 2010 

On the Waterfront; National Harbor. SEGD Design. July, 2010 

Large Parks. Ed. Julia Czerniak and George Hargreaves. Drawings and Research on 

Landschaftspark Duisburg-Nord. 2007 

The Landscape and Architecture of Wellesley College. Peter Fergusson, James O’Gorman 

and John Rhodes. Drawings and Research. 2000

Mark O. Dawson, FASLA l 

Principal 

Landscape Architect 

EDUCATION 

Utah State University, Bachelor of Landscape 

Architecture, 1981 


Registered Landscape Architect: AZ, CT, DE, 

IA, IL, IN, KY, MD, ME, MN, MO, NC, NE, NJ, 

NY, OH, OR, PA, RI, SC, TN, TX, UT, VA, WI 

Certificate: Council of Landscape 

Architectural Registration Board 



Boston Society of Landscape Architects 

Urban Land Institute: Sustainable 

Development Council Member 

The Waterfront Center: Board of Directors, 

2002 -- Present 

The Landscape Architecture Foundation: 

Board of Directors, 2005 -- Present 

RELATED PROFESSIONAL 

ACTIVITIES 

Utah State University, College of the Arts, 

Humanities and Social Sciences – Academic 

Council Board Chairperson and Member 

Guest lecturer at Utah State University, Texas 

Tech University, Oklahoma State University, 

University of Texas, University of Rhode 

Island, University of Massachusetts 


Utah Chapter Annual Meeting, Keynote 

Speaker 


Florida Chapter, Design Juror; Washington 

State Chapter, Design Juror 

U.S. Land Port of Entries Visioning Charrette 

Greater Cincinnati Design Award, Juror 

As head of the landscape architecture and site practice, Mark is a member of 

the Executive Committee. He also helps drive the strategic direction of the urban 

public market practice within the Urban Studio. Mark’s specialty is planning and 

designing award-winning urban landscapes. 

Mark views the cities in which he works as vital and living ecosystems. By considering 

and synthesizing the complexities of social, economic, environmental, and 

cultural influences, he creates coherent, enduring, sustainable designs. As a part 

of his work, Mark educates communities about the importance of public spaces 

and how their ownership and involvement ensures environmental and social sustainability 

and economic revitalization. 

Mark holds a BLA from Utah State University, is a fellow of ASLA, and serves on 

the executive committee of the Waterfront Center and Landscape Architectural 

Foundation. He is on the Board of Directors for the Watertown Boys and Girls 

Club. In the past he has participated as a board member for Utah State University 

College of Humanity Arts and Social Sciences Academic Advisor Council, was 

awarded Distinguish Alumni from the Department of Landscape Architecture at 

Utah State University, and has lectured widely at colleges and universities. 

URBAN DESIGN AND WATERFRONT EXPERIENCE 

2008 Beijing Olympics, Olympic Green; Beijing, China 

Abraham A. Ribicoff Federal Building and Courthouse Plaza Renovations, Hartford, 

Connecticut 

Addison Circle Park; Addison, Texas 

Akron Canal Park Baseball Stadium; Akron, Ohio 

Akron Lock 2 Park; Akron, Ohio 

Allen Civic Plaza; Allen, Texas 

Americas World Trade and Convention Center; San Juan, Puerto Rico 

Basketball Hall of Fame; Springfield, Massachusetts 

Betty B. Marcus Park; Dallas, Texas 

Boston Common Garage Renovation; Boston, Massachusetts 

Cedar Rapids Reinvestment and Redevelopment Framework Plan; Cedar Rapids, Iowa 

Cityplace; Dallas, Texas 

Coconut Grove Waterfront Master Plan; Miami, Florida 

Council Bluffs Riverfront; Council Bluffs, Iowa 

Davis Park; Kansas City, Missouri 

East Pier; East Boston, Massachusetts

Mark O. Dawson, FASLA l Principal, Landscape Architect 

Harbor Point; Stamford, Connecticut 

Ithaca Commons; Ithaca, New York 

Jackson County Court House; Kansas City, Missouri 

Jacksonville Shipyard Waterfront; Jacksonville, Florida 

J. W. Ray Park; Dallas, Texas 

Cincinnati Central Riverfront Park 

Lake Worth Waterfront; Lake Worth, Florida 

Lowell Baseball Stadium; Lowell, Massachusetts 

National Harbor; National Harbor, Maryland 

Ohio and Erie Canal Improvements; Akron, Ohio 

Pensacola Waterfront; Pensacola, Florida 

Phyllis W. Smale Riverfront Park; Cincinncati, Ohio 

Puerto Rico Trade and Convention Center District Master Plan; San Juan, Puerto Rico 

Reading Riverfront Master Plan; Reading, Pennsylvania 

Reading Riverfront Landing Amphitheater and Park; Reading, Pennsylvania 

Schenley Plaza; Pittsburgh, Pennsylvania 

Cincinnati Central Riverfront Park Committee 

Garden 

Sunbury Riverfront Park; Sunbury, Pennsylvania 

Technology Square; Cambridge, Massachusetts 

Topeka Riverfront Master Plan; Topeka, Kansas 

Troy City Hall Redevelopment; Troy, New York 

US Border Station; Calais, Maine 

US Embassy Compound Master Plan; Seoul, Korea 

Virginia Beach Master Plan; Virginia Beach, Virginia 

Whibbs Community Maritime Park; Pensacola, Florida 

COMMERCIAL EXPERIENCE 

Cedar Rapids Framework Plan 

Choctaw Cultural Center and Resort; Philadelphia, Mississippi 

Electronic Data Systems Headquarters; Plano, Texas 

Forest Hill; Memphis, Tennessee 

Goldenstar Casino; Philadelphia, Mississippi 

Green Garden Residential Development; Jakarta, Indonesia 

Hallbrook Farm; Leawood, Kansas 

Hudson National Golf Club; Croton on Hudson, New York 

LEGOLAND California; Carlsbad, California 

Leominster Landfill Reuse Study; Leominster, Massachusetts 

Liberty Sports Communications; Irving, Texas 

National Harbor 

Manati Resort; Manati, Puerto Rico 

Mangrove Tree Resort; Hainan Island, Peoples Republic of China 

Meadowland Mixed Use Development; Hackensack, New Jersey

Mark O. Dawson, ASLA l Principal, Landscape Architect 

Mohawk Resort; Monticello, New York 

Mitsui Saku Resort; Nagano Prefecture, Japan 

Port Ghalib Marina Village; Al Jazirah El Hamra, Egypt 

Quarterpath at Williamsburg; Williamsburg, Virginia 

Sleepy Hollow Country Club; Tarrytown, New York 

Southwind Golf Community; Memphis, Tennessee 

Suzhou Taihu International Golf; Shanghai, Peoples Republic of China 

Texas Scottish Rite Hospital; Dallas, Texas 

INSTITUTIONAL PROJECT EXPERIENCE 

Arizona State University, Hayden Library Expansion; Tempe, Arizona 

Babson College; Wellesley, Massachusetts 

Addison Circle Park 

Brandeis University, Ford Sports and Convocation Center; Waltham, Massachusetts 

Embry-Riddle Aeronautical University Master Plan; Daytona Beach, Florida 

Keene State College; Keene, New Hampshire 

Loyola Athletic Complex; Baltimore, Maryland 

Massachusetts Institute of Technology Stiembreemer Field renovation; Cambridge, 

Massachusetts 

Northern Arizona University, Cline Library Addition; Flagstaff, Arizona 

Phillips Exeter Academy; Exeter, New Hampshire 

Providence College-Sports Field Master Plan; Providence, Rhode Island 

Rhodes College Athletic Facility Master Plan; Memphis, Tennessee 

2008 Beijing Olympics, Olympic Green 

Rice University; Houston, Texas 

San Diego State University; San Diego, California 

University of Akron Master Plan; Akron, Ohio 

University of Akron Wayfinding; Akron, Ohio 

University of Arkansas at Little Rock; Little Rock, Arkansas 

University of Balamand; Tripoli, Lebenon 

Vassar College; Poughkeepsie, New York 

University of Chicago; Chicago, Illinois 

University of Missouri; St. Louis, Missouri 

North Carolina State A & T University; Greensboro, North Carolina 

Ithaca Commons 

AWARDS 

AIA Honor Award, Master Planning/Urban Design Awards, Council Bluffs Riverfront Master 

Plan, Council Bluffs, Iowa, 2010 

The Waterfront Center Excellence on the Waterfront Honor Award, Wilkes-Barre Riverfront, 

Wilkes-Barre, Pennsylvania, 2010 

APA -- Iowa Chapter, Excellence Award for Sustainability Plans, Cedar Rapids Park Master

Mark O. Dawson, ASLA l Principal, Landscape Architect 

Plan, Cedar Rapids, Iowa, 2010 

APA -- Iowa Chapter, Planning Achievement Award for “A Hard Won Victory” Iowa, 2009 

IDA Award of Distinction, Downtown Achievement Award, Virginia Beach Strategic Plan, 

Virginia Beach, VA, 2009 

IDA Pinnacle Award, Downtown Achievement Award, Schenley Plaza, Pittsburgh, 

Pennsylvania, 2009 

East Savannah Riverfront Landing 

First Prize Award, East Savannah Riverfront Landing, Savannah, Georgia, 2008 

Urban Environment League Orchid Award for Public Process and Participation, Coconut 

Grove Waterfront Master Plan, Miami, Florida, 2007. 

Finalist, Trenton, New Jersey, Urban Parks Master Plan Competition, 2006 

First Prize Award, Beijing 2008 Summer Olympics Landscape and Urban Design 

Competition, Beijing, China, 2003 

First Prize for the Mangrove Tree Resort; Hianan Island, China, 2002 

Finalist, Fresh Kills Landfill Reuse Design Competition; Staten Island, New York, 2001 

Cincinnati Central Riverfront Park 

City of Irving Planning and Zoning, Excellence in Planning and Development Award, GTE 

Telops Headquarters, Las Colinas, Texas, 1991 

ASLA Honor Award, Communication Category; “Yield to the Trees,” Professional Award of 

Excellence, TRW Inc. World Headquarters, Lyndhurst, Ohio, 1987 

Council Bluffs Riverfront

Laura Marett, ASLA l 

Associate 

Landscape Architect/LEED ® Accredited Professional 

EDUCATION 


Master of Landscape Architecture 

Harvard College, Bachelor of the Arts in 

Literature, Magna Cum Laude 


Registered Landscape Architect: 

Massachusetts 



Boston Society of Landscaper Architects 

ACADEMIC POSITIONS 

Rhode Island School of Design, 

Guest Critic, 2012 - present 


Visiting Critic, 2008-2009 

When she joined Sasaki in January 2009, Laura brought to the firm a strong background 

in park design and master planning. She has a particular interest in the 

design of urban public spaces through an engaged public process and the issues 

of social and environmental justice in the landscape. Her current work at Sasaki 

includes leading a neighborhood focus team through a Neighborhood Planning 

Process in flood-devastated Cedar Rapids, Iowa. She is also working on the design 

of a waterfront park that responds to a culturally complex and ecologically delicate 

site in Council Bluffs, Iowa. 

Laura maintains a close connection to the academic community, often participating 

as a guest critic and a guest lecturer at the Harvard Graduate School of Design 

and the Rhode Island School of Design. Prior to joining Sasaki, she worked at 

Hargreaves Associates in Cambridge, Massachusetts. 

SELECTED PROJECT EXPERIENCE 

Burnham Memorial Design Competition; Chicago, Illinois 

Cedar Rapids Medical District Streetscape Design; Cedar Rapids, Iowa 

Cedar Rapids Neighborhood Planning Process and Action Plan; Cedar Rapids, Iowa 

Cedar Rapids Parks and Recreation Master Plan; Ames, Iowa 

Cedar Rapids Riverfront Amphitheater Design; Cedar Rapids, Iowa 

Grasslands Farm Master Plan; Middleburg, Virginia 

Iowa State Center Landscape Master Plan; Ames, Iowa 

Playland Park; Council Bluffs, Iowa 

Louisville Waterfront Park, Phase III; Louisville, Kentucky 

Nashville Riverfront Park; Nashville, Tennessee 

Shelby Farms Park Design Competition Submission; Memphis, Tennessee 

University of the Andes Campus Master Plan; Santiago, Chile 

University of Hawaii at Mañoa Landscape Master Plan; Mañoa, Hawaii 

Urban Design Services for Boston Convention and Exhibition Center; Boston, 

Massachusetts 

SELECTED AWARDS 

APA National Award for Best Practices in Hazard Mitigation and Disaster Planning for the 

Cedar Rapids River Corridor Development Plan, 2011 

APA Iowa Excellence Award for Innovation for Sustaining Places, City of Cedar Rapids Parks 

and Recreation Master Plan, 2010 

ASLA Student Award of Honor, Analysis and Planning Category, 2006 

ASLA Certificate of Merit, June 2006 

Penny White Travel Grant, Harvard Graduate School of Design, Spring 2005 

PUBLICATIONS 

“Cedar Rapids: Repositioning a city post-disaster.” American Public Works Association 

Reporter. January 2010. Co-authored with Jason S. Hellendrung

Zachary Chrisco, PE l 

Senior Associate 

Civil Engineer 

EDUCATION 

Tufts University, Bachelor of Science in Civil 

Engineering 


Registered Civil Engineer: Vermont 


American Society of Civil Engineers 

American Sports Builders Association 

Boston Society of Civil Engineers 

AWARDS 

Wilmington Waterfront Park 

Merit Award in Engineering Excellence, 

American Council of Engineering Companies, 

2012 

Project of the Year Award, Southern California 

Chapter of the American Public Works 

Association [AWPA], 2011 

ENR Best Projects Award, Best Landscape/ 

Hardscape/Urban Development Project, 2011 

Council Bluffs Riverfront Park 

Honor Award, Master Planning/Urban Design 

Awards, American Institute of Architects 

Central States Region, 2010 

Zach has been involved in the design, permitting, and construction administration 

phases of Council Bluffs Riverfront Park, Cedar Rapids Amphitheater, Gallaudet 

Baseball and Softball Fields and Loyola College. His responsibilities have included 

project management, utility design, roadway design and layout. He also focuses 

on ensuring and implementing an integrated stormwater management approach to 

site design utilizing sustainable strategies and practices. He recently managed 

the construction administration process of the Wilmington Waterfront Park project 

for the Port of Los Angeles. In addition, he has participated in the existing facility 

analysis and the development of master planning alternatives for the University of 

Georgia, Arlington Sports Center and University of Hawaii. 

Prior to joining Sasaki in 2005, Zach was a civil engineer with Ambient Engineering. 

SELECTED EXPERIENCE 

Bates College Dining; Lewiston, Maine 

Blair Academy Activity and Athletic Center; Blairstown, New Jersey 

Charlotte LRT Station Design; Charlotte, North Carolina 

Chicago Riverwalk; Chicago, Illinois 

Council Bluffs Riverfront Park; Council Bluffs, Iowa 

Euclid Avenue BRT; Cleveland, Ohio 

Northfield Mount Hermon Campus Arts; Northfield, Massachusetts 

Port of Los Angeles, Wilmington Waterfront Park; Los Angeles, California 

Port of Los Angeles, Harry Bridges Boulevard Buffer; Los Angeles, California 

Quarterpath at Williamsburg; Williamsburg, Virginia 

Sacred Heart University College of Business and Education; Fairfield, Connecticut 

University of Hawaii Landscape Master Plan; Honolulu, Hawaii 

SELECTED ATHLETIC EXPERIENCE 

Arlington Sports Center, Master Plan; Arlington, Massachusetts 

Blair Academy Outdoor Athletic Facilities; Blairstown, New Jersey 

Gallaudet University Baseball and Softball Fields; Washington, DC 

Loyola College Intercollegiate Athletic Complex; Baltimore, Maryland 

Sacred Heart Athletic Fields Study; Fairfield, Connecticut 

University of Georgia, Athletic Physical Master Plan; Athens, Georgia

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 


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 


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 


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 


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.

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.

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.

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.

References 

The following references can attest to CHA’s quality of work and commitment to client 

satisfaction, and we encourage you to contact them. 

Hon. Gerald Jennings 

Mayor 

City of Albany 

City Hall, Room 103 

Albany, NY 12207 

(518) 434‐5100 

Mr. Michael Yevoli 

Director of Development and Planning 

City of Albany Dept. of Development & Planning 

21 Lodge Street 


(518) 434‐2532 

Mr. Duncan Stewart 

Executive Director & Chief Executive Officer 


384 Broadway #1 


(518) 275‐4920

CITYACTIVATORS INC FIRM PROFILE 

cityactivators advises developers, designers, and urban planners on strategies for 

enlivening public spaces, revitalizing existing ones, and envisioning new ones. Our 

clients include architects, government agencies, and real estate developers of parks, 

plazas, streets, waterfronts, piers, retail centers and mixed-use urban projects. Our 

approach integrates program planning with public space management, financing, and 

design, so that the result is not only a great place, but also one that works. 

cityactivators’ value is found in the results—ideas, plans and programs that work to: 

create an identity; generate new audiences; support retail; attract and retain high 

quality tenants; build active communities; increase property values; and turn a place 

into a destination. 

cityactivators is involved from the conceptual stage of a project through 

implementation to assure that the site plans, architectural design, and infrastructure 

will accommodate a full range of events and site activities. Experience has taught us 

that considerable costs and time can be saved if the end uses and operations of a 

space are considered early in the planning process. 

Incorporating a broad range of programming, which may include signature 

celebrations, festivals, passive and active recreation, sports events, public art, digital 

media, markets, seasonal lighting, temporary structures, tours, and rental events 

cityactivators develops programs for all seasons of the year at different times of the 

day that appeal to a variety of participants. Each of our activation plans is customdesigned 

to meet our client’s vision and budget. Our programming concepts are 

closely integrated with the physical characteristics of each site and informed by the 

history and traditions of the surrounding community with the goal of enhancing the 

brand of a particular place. cityactivators assists our clients to identify funding 

sources, estimate production and operating costs, and determine administrative 

requirements. 

Collectively, the cityactivators team brings to public space activation many years of 

direct experience in producing memorable events, managing the operations of public 

spaces, and advising on the arts and new media. Our approach has been successful

in attracting positive press and corporate engagement, raising visitation numbers and 

increasing the value of surrounding properties. We are committed to the idea that a 

lively, engaging place builds a sense of community, loyalty, and continuity among its 

users, the value of which grows over time in both human and financial terms.

BEALE STREET LANDING 

LOCATION 

Beale Street 

Landing 

Memphis, TN 

CLIENT 

Riverfront 

Development 

Corporation 

TEAM 

RTN Architects 

Bounds and 

Gillespie Architects 

Beale Street Landing is a six-acre waterfront park at the foot of Beale Street, 

a major tourist attraction, legendary for being where the blues was born. The 

unusual design, featuring three plazas in the shape of guitar picks, elevated 

so as to meet the demands of the rising water levels of the Mississippi, was 

created by RCN, winner of the international design competition for Beale Street 

Landing. 

Attracting people to a new waterfront location was the challenge given to 

cityactivators by the Riverfront Development Corporation. After extensive 

interviews and workshops with local residents and heads of Memphis cultural 

organizations, we have developed an activation plan that combines informal 

daily activities with seasonal festivals and special events. In addition, we are 

working out a management structure and providing our client with an financial 

analysis and revenue projections for the project.

CITYCENTER DC 

LOCATION 

Downtown 

Washington, DC 

CLIENT 

Hines / Archstone 

TEAM 

Norman Foster & 

Partners 

Gustafson Guthrie 

Nichol Ltd. 

William Jackson 

Ewing Inc. 

cityactivators was engaged by Hines to analyze the two primary public spaces 

of their mixed-use development in the heart of Washington in order to 

determine how the park and plaza could contribute to the vitality of the total 

project on a year-round basis. 

We began by interviewing people from center city organizations as well as 

numerous cultural organizations in order to understand their visions for the 

project and the resources they could bring to it. We defined the target 

audience and potential uses for the spaces. In collaboration with our clients 

and their architects, we refined these ideas into a program plan. By locating 

the events on the existing architectural plans, establishing infrastructure needs, 

outlining management structures, and making cost estimates, we were able 

to demonstrate in concrete terms how the spaces would work when the project 

is complete.

FORT LAUDERDALE 

RIVERWALK 

LOCATION 

Riverwalk 

Fort Lauderdale, FL 

CLIENT 

Beyer Blinder Belle 

City of Fort 

Lauderdale 

TEAM 


Rodeside & Harwell 

Raymond Jungles, 

Inc. 

Webb Management 

Service, Inc. 

The Ft. Lauderdale Riverwalk is a mile long waterfront esplanade in downtown Fort 

Lauderdale connecting three city parks, the Broward Center for the Performing 

Arts, the Museum of Science and Discovery, the Museum of Art, as well as 

entertainment and retail facilities. 

cityactivators worked with the landscape architects and urban planners to 

identify destinations along the river and recommend activities for each one as well 

as river-wide celebrations that would unite the whole. 

Our research involved interviewing community volunteers, arts organizations, and 

business stakeholders. In addition to describing and illustrating live programming 

such as festivals, entertainment, and site activities, we provided precedent images 

of visual arts installations appropriate for various sites. We advised on how to 

manage and finance the activation of the Riverwalk at various times of day in all 

seasons of the year.

KARIN BACON RESUME 

Specializing in the activation of public spaces such as parks, streets, waterfronts, plazas, 

and shopping centers, Karin Bacon works with architects and real estate developers to 

bring life to new projects and revitalize existing ones. She designs annual program plans 

intended to reinforce the unique character of each project and develops the infrastructure, 

staffing and management structures needed to implement those plans. Programming may 

include live performances, visual arts, seasonal celebrations, recreational activities, 

permanent attractions, place-making enhancements, sports and retail events. Karin Bacon 

is involved from the conceptual phase to assure that the site plans, architectural designs, 

and technical facilities will accommodate a full range of site activities. 

Bacon began her career as Festival Director for the City of New York, originating 

spectacular citywide celebrations, opening up public spaces for artistic projects, and 

engaging inner city communities throughout the five boroughs to organize their own 

street festivals. Since establishing her own business in 1981, Karin Bacon has created 

events for cities, cultural institutions, corporations, fashion, media, and private clients 

throughout the United States and abroad. Bacon combines her broad knowledge of event 

production with her ability to think on an urban scale to the business of consulting on 

public space activation. Another source of inspiration is her research into the design of 

traditional celebrations, public pageantry, and city life around the world. 

Education: B.A. Sarah Lawrence College, New York, 1962 

Syracuse University in Florence Italy, 1960 

Fellow at the MIT Center for Advanced Visual Studies 

Experience: CityActivators Inc. 2012 

Karin Bacon Events/Enterprises Inc. / KBE 1981-present 

The Events Company 1974 - 1981 

New York City Department of Cultural Affairs 1967 – 1974 

Freelance Theater Design 1962 - 1967 

Awards: 

Society of American Registered Architects New York Council, 2005 Honoree

Professional: Co-Founder of Creative Time, Inc 

Co-Founder and Director of the Center for Celebration 

Former Member of the Board of the Architectural League 

Former Member of the Board of the Village Halloween Parade 

Grantee, National Endowment for the Arts “Tour Events” 

Grantee, National Endowment for the Arts “Arcosanti Arts Festival” 

Grantee, New York State Council on the Arts, “Superswimmer and the 

Flying Dream Circus” 

Lecture, MIT Department of Architecture 

Speaker, The Special Event 

Speaker, New York Institute of Technology 

Lecture, Pratt Institute 

Lecture, Columbia School of Architecture 

Jury, New York Institute of Technology 

Projects: 

Central Delaware River Waterfront Master Plan 

Philadelphia, PA 

Client: Delaware River Waterfront Corporation (DRWC) 

Team: Cooper, Robertson & Partners / Olin Partnership / KieranTimberlake / 

Parsons Brinckerhoff / HR&A 

KBE was hired by Cooper Robertson to create an activation plan that would be integrated 

with their thinking about the physical plan of this six-mile stretch of urban waterfront. The 

program concepts KBE developed for parks, piers, plazas and trails aims to bring people to 

the waterfront at different times of day in all seasons of the year. The plan’s objectives are 

to express the diverse aspects of Philadelphia’s unique 

history and contemporary culture; to integrate major international destinations 

with multiple opportunities for individual engagement on a local level; and to make 

connections to the neighborhoods and historic districts along the waterfront and into the 

water. 

Strategic Plan for Fulton Corridor, New York, NY 

Client: Lower Manhattan Development Corporation (LMDC) 

Team: Gensler / Streetworks / Halcyon LTD. 

The study of Retail + Entertainment along the Fulton Corridor envisioned a multi-faceted 

environment from river to river enlivened by a rich mix of stores, cafes, small theaters, 

artist studios, and markets. We studied the existing and proposed parks and plazas

including the WTC memorial plaza in order to document potential spaces for outdoor 

community cultural and recreational uses. We analyzed the square footage needed for 

small performance venues such as jazz clubs and experimental theaters, spaces for art 

galleries and artist studios. We identified locations for those uses as well as potential 

settings for public art. 

CityCenterDC Activation Plan 

Washington, DC 

Client: Hines 

Team: Foster and Partners / Shalom Baranes Associates / Gustafson 

Guthrie Nichol (GGN), Claude R. Engle Lighting 

KBE was engaged by Hines to analyze the two primary public spaces of their 

mixed-use development in the heart of Washington in order to determine how 

the park and plaza could contribute to the vitality of the total project on a 

year-round basis. 

We began by interviewing people from center city organizations as well as numerous 

cultural organizations in order to understand their visions for the 

project and the resources they could bring to it. We defined the target 

audience and potential uses for the spaces. In collaboration with our clients 

and their architects, we refined these ideas into a program plan. By locating 

the events on the existing architectural plans, establishing infrastructure needs, 

outlining management structures, and making cost estimates, we were able 

to demonstrate in concrete terms how the spaces would work when the project is 

complete. 

East River Waterfront Esplanade 

New York, NY 

Client: New York City Economic Development Corporation (NYCEDC) 

Team: SHoP Architects / Ken Smith Landscape Architects, HDR Daniel 

Frankfurt 

The New York City Economic Development Corporation was interested in 

the potential for public spaces along the East River Esplanade to generate 

revenue. They also wanted to know, before the plans were finalized, what infrastructure 

should be provided for activities.

Based on the physical design of the piers and the Esplanade, as well as the character of 

the surrounding areas, KBE made recommendations regarding commercial uses. We also 

suggested live programming concepts, environmental enhancements, and public art that 

would work to enliven the open spaces and contribute to the long-range value of the 

Esplanade. We developed site plans showing the locations and types of infrastructure 

needed to support the activation plan. 

The Yards at Southeast Federal Center, Washington, DC 

Client: Forest City Washington 

Team: SMWM / Robert AM Stern Architects / Shalom Baranes Associates / 

M. Paul Friedberg and Partners, Communication Arts, Inc. 

KBE was a member of Forest City Washington’s team of architects and urban 

planners that bid on the development of a new mixed-use project on what was known as 

the South East Federal Center. KBE’s illustrated calendar of activities for the green space, 

plazas, streets and waterfront contributed to Forest City’s vision of a lively, successful place 

that won the bid. 

After the bid was won, KBE refined the program plan and provided the architects 

with event site plans showing the locations and dimensions of stages, sound, lighting, and 

infrastructure for activities such as signature celebrations, markets, ice-skating, concerts, 

and film showings. 

Beale Street Landing, Memphis, TN 

Client: Riverfront Development Corporation 

Team: RTN Architects, Bounds & Gillespie Architects 

Beale Street Landing is a six-acre waterfront park at the foot of Beale Street, 

a major tourist attraction, legendary for being where the blues was born. The 

unusual design, the result of an international competition, features three plazas in the 

shape of guitar picks, elevated so as to meet the demands of the rising water levels of the 

Mississippi. 

Attracting people to a new waterfront location was the challenge given to 

KBE by the Riverfront Development Corporation. After extensive interviews and 

workshops with local residents and heads of Memphis cultural organizations, 

we developed an activation plan that combines informal daily activities 

with seasonal festivals and special events. In addition, we worked out a

management structure and provided our client with a financial analysis, budgets, and 

revenue projections for the project. 

New River Master Plan / Riverwalk; Fort Lauderdale, FL 

Client: City of Fort Lauderdale 

Team: Beyer Blinder Belle Architects & Planners LLP / Raymond Jungles 

Inc. / Rhodeside & Harwell / Webb Management Services 

The Ft. Lauderdale Riverwalk is a mile long waterfront esplanade in downtown Fort 

Lauderdale connecting three city parks, the Broward Center for the Performing Arts, the 

Museum of Science and Discovery, the Museum of Art, as well as entertainment and retail 

facilities. 

KBE identified general zones and specific destinations along the river and recommended 

activities for each one as well as river-wide celebrations that would unite the whole. Our 

research involved interviewing community volunteers, arts organizations, and businesses. 

We recommended live programming such as festivals, entertainment, markets, visual arts 

installations, educational and recreational site activities illustrated with precedent images. 

Water Street—A New Approach: Transforming Lower Manhattan's Modern 

Commercial Boulevard, New York, NY 

Alliance for Downtown New York 

Team: Starr-Whitehouse Landscape Architecture and Planning / FXFOWLE / 

L’Observatoire / Sam Schwartz Engineering / Sylvia Harris Information 

Strategies 

Water Street comprises a unique multiplicity of large and small public spaces, but is 

currently lacking in the comfort and charm that would entice people to seek it out in 

order to spend their leisure time enjoying it. The Alliance for Downtown New York 

commissioned a study the goal of which was to improve the pedestrian experience, attract 

retail, and increase the appeal of the street to potential business and residential tenants. 

KBE was a member of the planning team lead by Starr Whitehouse that studied and reimagined 

Water Street and its immediate surroundings from Fulton Street to the State 

Street. 

KBE designed an ongoing program of events, markets, and visual arts, both temporary and 

permanent installations, which would engage the various user groups including office 

workers, residents, and tourists. In order to create a new and vibrant identity for Water

Street we conceptualized a unique signature celebration, the Water Street Festival of Light 

and New Media, demonstrating on a temporary basis many ways in which Water Street’s 

dark arcades and blank building facades could be brought to life through imaginative 

illumination.

BROOKSIE HUGHES 

Event Producer 

Brooksie Hughes has worked in event production for over twenty years. As a Special Event 

Producer, she has been involved with a wide variety of outdoor and indoor events and 

festivals. Her approach to her career has lead to a unique skill set that enables her to 

produce just about any type of event. Hughes has become known for her ability to take 

on anything and if you can think it, then she can make it happen. She has strong skills in 

developing ideas and then executing them through a well-managed design and 

production team. Her strengths are in team-building, budgets, identifying and managing 

logistics, permitting with city and government agencies, technical requirements, venue 

negotiations and management, on-site planning, media production, performance, and 

overall event designs. 

Throughout her career, Hughes has produced events such as music festivals, band tours, 

city celebrations, theatrical events, corporate entertainment, multi-staged / venue events, 

social events, and public spectacles. Hughes has sound experience working with political 

figures and celebrity artists including: Vice President Al Gore, Liza Minnelli, Carly Simon, 

Kevin Bacon, Christopher Reeves (post-accident); Aretha Franklin, Hall and Oates, The 

Beach Boys, The Four Tops, and many other pop stars. Recently she produced Google’s 

Annual Summer picnic for 2500 people, which took place along the Chelsea Piers and 

spanned 3 blocks and 5 venues. She also produced Google’s Holiday Party for 3000 at 

the New York Public Library, which operates as a public space presenting challenges to 

set-up and execution. Both events were great successes for the client. 

Career highlights include the 1996 Paralympic Opening and Closing Ceremonies in Atlanta, 

where Hughes was awarded the position as Assistant Line Producer. In this role, she 

oversaw the mainstage acts and all their logistical needs, organized a team of over 50 

volunteers, and assisted the Line Producer in all aspects of the main show production. As 

a consultant to the Woodruff Arts Center and the High Museums in Atlanta, she produced 

an interactive arts café for Atlanta Celebrates Picasso, a citywide festival. This five-month

ongoing arts marketing program successfully reached audiences of all ages, bringing 

people from the region to the venues highlighted. 

Other notable events: The Atlanta Sesquicentennial Celebration Festival (2 days) that 

spanned four city blocks in downtown Atlanta with over 30,000 attendees; The Original 

Rhythm and Blues Music Festival featuring thirty bands over four days with 20,000 

attendees; Pan Caribbean Festival in St. Thomas, VI for the opening of Yacht Haven 

Grande; JP Morgan Chase Holiday Festival 1998-2004 – a two-day multi-staged (15 

performance/activity areas) festival attended by 6000 people a day; FASH BASH “Rock the 

Runway” a fashion show at the Fox Theater in Detroit attended by 4,600 people; the Coco- 

Cola Holiday Festival in Atlanta (month-long celebration); and Battle of the Bands (1996) 

touring festival. 

Public Space Strategist 

Through her work in public spaces, she has gained extensive experience interacting with 

stakeholders such as city services, developers, community boards, city parks organizations, 

and property owners. Hughes has developed events programs and consulted on public 

space design for cityactivators, formerly KBE, for the past 14 years. Their projects include: 

CityCenter DC, Hines Interest; Beale Street Landing, Memphis, TN; East River Water Front, 

NYC; John Carlyle Square in Alexandria, VA; The Yards in Washington, DC and the 

Riverwalk Parks in Fort Lauderdale, Florida. Her work on these projects included 

production feasibility studies, event design, site plans and park design for event uses, 

technical studies, budget estimates, management and operations for event programs, and 

project reports. Internationally, she traveled with KBE to Tokyo to consult with developers 

on the public spaces and events programs for Roppongi Hills, the largest downtown 

development project in Japan 

PROJECT EXPERIENCE (PARTIAL LIST OF CLIENTS) 

FESTIVAL 

Google, 2011 - Annual Company Picnic; Producer 

Google, 2011 - Annual Holiday Party at NYPL; Producer 

CNBC, 2009 - 20 th Anniversary Celebration; Executive Producer 

Karlitz & Co, 2007, 2008, 2009 - NYC / Sweet Food and Wine Festival; 

Designer/Producer for Sponsor areas. 

Island Global Yachting, 2007 - Yacht Haven Grande Pan Caribbean Festival in 

St. Thomas, USVI; Executive Producer 

USTA Tennis Tournament, 2000 to 2004 - US Open Festival; Producer

IDA, 2002,2003 - Bryant Park Holiday Market; Technical Producer 

JP Morgan Chase, 1998 to 2004 - Holiday Festival- 2-day multi-staged event; 

Senior Producer 

Creative Events International, 1997 - Original Rhythm & Blues Music Festival; 


Atlanta Paralympic Games Organizing Committee, 1996 - 1996 Atlanta 

Paralympic Games – Opening & Closing Ceremonies, Assistant Line Producer 

High Museum, 1997 - Atlanta Celebrates Picasso, Program Coordinator 

City of Atlanta, 1997 - Atlanta SesquiCentennial Festival Concert and Street 

Fair; Coordinating Producer 

Woodruff Arts Center, 1997 - Center Space Salon Festival; Producer 

Woodruff Arts Center, 1997, 1998 - Culture Front & Center; Line Producer 

World of Coca-Cola, 1996, 1997 - Annual Holiday Festival; Production Manager 

Georgia Games, 1997 - Georgia Games Ceremonies; Assistant Director 

CORPORATE 

Infor Global Solutions, 2012, Executive Leadership Dinner, Producer 

Infor Global Solutions, 2012, New York Headquarter Opening, Producer 

SiriusXM, 2011 - Studio 54 One Last Night, Line Producer 

Cross Border Publishing, 2008 to 2012 - Investor Relations Awards Show and Dinner; 

Producer 

Cross Border Publishing, 2008 to 2012 - Corporate Governance Awards Show and Dinner; 

Producer 

NASA, 2011 - What’s Your Favorite Space, Line Producer 

Hines Interest CityCenterDC, 2011 - CCDC Ground Breaking Ceremony; Producer 

Charles E. Smith/Vornado, Crystal City, Arlington, VA, 2004 - Crystal City Celebration; 


Cooke Center, 2010-2011 - Food and Wine Gala; Line Producer 

Karlitz & Co, 2007 - Aqua; Hotel Press Party; Producer 

Iconocast, 2000 - Web Attack 2000! Conference; Senior Producer 

Philip Baloun, 1999 - American Express 150 Year; Segment Producer 

BBB Group, 1997 - New York Jets Half Time Show; Assistant Director

FASHION / RETAIL 

Lord and Taylor, 2010 - The Ultimate Face Lift; Coordinating Producer 

Tiffany’s, 2006 - Paper Dress Show; Producer 

The Rouse Company, 2003 - Fashion Shows; Senior Producer 

Saks Fifth Avenue, 1998 to 2004 - Dallas Store Opening; British Invasion Event; 

Fashion Targets Breast Cancer 1999-2001; Make-up Celebration; Las Vegas 

Store Opening; Holiday Windows Celebration; Trends Event; Producer 

FJC/Detroit Institute of Art, 2002 - FASH BASH 2002; Senior Producer 

Sloan Kettering, 1999 - Premiere Star Wars Episode I; Producer 

Piaget, 2000 - Fashion Institute’s Night of Stars; Sponsor – Marketing Producer 

Charles and Karen Phillips, 50 th Birthday Celebration, Producer 

Nancy Rosenblum, 2010 - Marvel Comic-Themed Bar Mitzvah; Producer 

Valerie Peltier, 2010 - Gladiator-Themed Bar Mitzvah; Producer 

Sheila Rosenblum, 2010 - Moulin Rouge-Themed Bat Mitzvah; Producer 

Steve Schwartzman, 2003 to 2006 - St. Tropez Party, Birthday Celebration, 

Holiday Party; Entertainment Producer 

Tamar Tolchin, 2005 & 2007 - Bar Mitzvah & Bat Mitzvah; Producer 

Peter & Jill Kraus, 2002 to 2005 Bat Mitzvah; Anniversary Party; 50 th Birthday 

Party; Producer 

United Way, 2002 - Annual Gala; Entertainment Producer 

Maternity Center Association, 2000 - Gala Dinner Benefit; Line Producer 

Municipal Arts Society of New York, 2000 - New York Dances at Roseland 

Benefit; Entertainment Producer 

PUBLIC SPACE STRATEGIES 

River Front Development Corporation – Memphis, TN, 2009 to 2011; Beale 

Street Landing Project; Public Space Strategist & Event Designer, Project 

Manager 

The City of Fort Lauderdale, 2009 to 2010 - The New River - Riverwalk; Public Space 

Strategist & Event Designer; Project Manager 

Downtown Alliance/Starr Whitehouse; 2010 - Water Street Project; Consultant 

Economic Development Corp, 2008 - East River Waterfront Redevelopment; 

Public Space Strategist & Event Designer 

Forest City Washington, 2006, 2007 - South East Federal Center, Public Space 

Boston Redevelopment Authority, 

Rose Kennedy Greenway, 2005; Public Space Consultant

Carlyle Community Development Corporation/LCOR, Alexandria, VA, 2004 

Design Charrette, Public Space Strategist, Project Manager 

Forest City Washington, 2004 - New East Baltimore BID, Consulting Producer 

Olin Partnership, 2003 - Benjamin Franklin Parkway Plan, Consulting Producer 

LMDC/Gensler, 2003 - Strategic Plan for Fulton Corridor; Consulting Producer 

Forest City Washington, 2003 - South East Federal Center BID, Consulting 

Carlyle 

EDUCATION 

Florida State University: BA Visual Arts; Graphic Design 


International Special Events Society, Board of Directors: Director-at-large

REFERENCES CITYACTIVATORS INC. 

Project: Beale Street Landing, Memphis 

Dorchelle Spence 901-312-9190 

Riverfront Development Corporation 

22 North Front Street, Suite 960 

Memphis, TN 38103 

dspence@memphisriverfront.com 

2011 

Project: CenterCity DC 

Howard Riker 202-347-6337 

Vice President 

Hines 

555 13 th Street, Suite 1020E 

Washington, DC 20004 

howard_riker@hines.com 

2008 

Project: Fort Lauderdale Riverwalk 

Neil Kittredge, Partner 212-358-6788 


41 East 11 th Street 

New York, NY 10003 

nkittredge@bbbarch.com 

2009

ANNE MARIE CORBALIS 

Senior Media/Public Relations Manager 

Education 

BA in Public Justice, State University of New York 

Professional Affiliations 

Women In Communication 

Years of Experience 

16 

Key Qualifications 

Anne Marie Corbalis manages the effort to promote energy sector clients for ASC. As deputy 

project manager for NYSERDA’s Energy Efficiency Services she managed the development of a 

research‐based, marketing campaign. She also managed strategic communications for the NY Sun 

project, an initiative of the Governor’s office. Anne Marie is an experienced media strategist, and 

has secured earned media placements for government agencies including the Federal Motor 

Carriers Safety Administration and New York State Department of Transportation. 

Selected Relevant Project Experience 

New York Power Authority (NYPA): Identifies and reviews background materials and trends in 

policy and politics to support strategic planning for the New York State Energy Highway, an 

initiative of NYS Governor Andrew M. Cuomo. 

New York Energy Research and Development Authority (NYSERDA): Project manager responsible 

for developing and implementing a comprehensive research‐based marketing effort for Energy 

Efficiency Services for commercial downstate market. 

New York Energy Research and Development Authority (NYSERDA): Project manager responsible 

for NY Sun, an initiative of NYS Governor Andrew M. Cuomo. 

Cricket Valley Energy: Development of comprehensive communications strategy for Advanced 

Power, NA entry into New York State marketplace with natural gas‐fired power generation facility, 

including strategic public outreach, State Environmental Quality Review process facilitation, 

messaging and collateral materials. 

Metropolitan Washington Council of Governments (MPO): Project manager for media outreach 

and public relations for Washington, DC area planning organization, including management of Bike

to Work Day and Car Free Day sponsor drive and media placement, and Guaranteed Ride Home 

and Employer Recognition Awards program and overall earned media campaign. 

Federal Motor Carrier Safety Administration (FMCSA): Media strategist for a national commercial 

vehicle safety initiative to reduce crashes and save lives. Includes overall strategy, messaging, 

development of Road Signs campaign. Support materials including fact sheets, tool kit, website 

and newsletters, media training and government relations. 

New York State Department of Transportation (NYSDOT): Public relations strategist for statewide 

and downstate transportation demand management program to reduce drive‐alone commuting 

and promote the use of transportation alternatives. 

New York Metropolitan Transportation Council (NYMTC): Project Manager for 2008 Regional 

Commuter choice outreach and employer recognition program, working closely with employers in 

the downstate metropolitan area, including Nassau and Suffolk counties. 

Press Secretary for a Statewide Campaign: Directed the public relations efforts, public outreach 

and communications strategy for a New York State political campaign.

AKRF REFERENCES 

QUINCY CENTER ECONOMIC STUDY, QUINCY, MA 

Lucy Wildrick 

Street-Works, LLC 

30 Glenn Street 

White Plains, NY 10603 

Phone: 914-949-6505, ext. 236 

NEIGHBORHOOD REVITALIZATION STRATEGY FOR PHILADELPHIA REDEVELOPMENT 

AUTHORITY, PHILADELPHIA, PA 

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

Philadelphia Redevelopment Authority 

1234 Market Street, 16th Floor 

Philadelphia, PA 19107 

Phone: 215-209-8730 

Email: bennur.koksuz@rda.phila.gov 

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

Daniel Ruzow 

Attorney 

Whiteman Osterman & Hanna 

One Commerce Plaza 


Phone: 518-281-5318 

Email: druzow@woh.com 



Sasaki References 

1. Clayton Downtown Master Plan 

Craig Owens, City Manager, City of Clayton, MO 

10 N. Bemiston 

Clayton, MO 63105 

Phone: 314-290-8400 

Email: cowens@ci.clayton.mo.us 

2. City of Greenville Downtown Master Plan 

Chris Stone, President, Greenville Convention & Visitors Bureau 

631 South Main Street 

Suite 301 

Greenville, SC 29603 

Phone: 800-351-7180 

Email: cstone@greenvillecvb.com 

3. Greater Hill District Master Plan 

Lena Andrews, Community Engagement Planning and Development 

Specialist, ACTION-Housing, Inc. 

425 Sixth Avenue, Suite 950 

Pittsburgh, PA 15219 

Phone: 412-281-2102 x2028 

Email: landrews@actionhousing.org

References: 

Garland Strategic Plan, Texas 

Christine Maguire, AICP 

Planning & Community Development Department 

City of Garland, Texas 

P.O. Box 469002 

Garland, TX 75046-9002 

T: 972-205-2462 

East Side Access Project NYC, 

New LIRR Concourse at Grand Central Terminal 

Doug Tilden 

Project Executive 

T: 212-967-0218 

Overall Firm Reference 

Fred Clarke 

Principal, Pelli Clarke Pelli 

203-777-2515

References 

New York City Economic Development Corporation 

Miquela Craytor, Director of Industrial Initiatives 

110 William Street 


(212) 312-4227 

mcraytor@nycedc.com 

Context: Worked with NYCEDC to help small industrial enterprises scale their organizations, 

understand cash flow and financial operating metrics, create sustainable growth plans and increase their 

access to procurement opportunities with the city of New York. 

City of New Haven, Office of Economic Development 

Kelly Murphy, Economic Development Administrator 

165 Church Street, 4R 

New Haven, CT 06510 

(203) 946-2391 

kmurphy@newhavenct.net 

Context: Assessment of procurement spend with local, minority and women-owned businesses. Advised 

on strategies to increase local spend in community and support small businesses. 

MacroSea 

David Belt, President 

161 6 th Avenue, 13 th Floor 


(212) 533-1200 

db@macro-sea.com 

Context: Next Street is working with MacroSea on Capital Structure and Strategic Plan for the 

company. 

5

REFERENCES 

1‐ Public Relations and Marketing Services – Capital District Transportation Authority (CDTA) 

Reference: Carm Basile and Jonathan Scherzer (CDTA); Business Development Office, 110 

Watervliet Ave, Albany, NY 12206; 518‐437‐6840 

2‐ Public Outreach – All Electronic Tolling Feasibility Study (New York State Thruway Authority) 

Reference: Peter Melewski (HNTB); 1762 Central Avenue, Albany, NY 12205; (518) 218‐5547 

3‐ Strategic Communications ‐ Governor Andrew M. Cuomo’s New York Energy Highway (New York 

Power Authority) 

Reference: Jill Anderson (NYPA); 123 Main Street, 16 th Floor, White Plains, NY 10601; 914‐287‐ 

3706 

7 Broad Street, Pawling, NY 12564 

tel: 845.855.7077 fax: 845.855.7078 

email: nmadonick@archstreetcommunications.com web: www.archstreetcommunications.com 

Certified as a Women’s Business Enterprise (WBE). GSA schedules in Public/Media Relations, Web Marketing and Special Events/Press Conferences.

References 

The following references can attest to CHA’s quality of work and commitment to client 

satisfaction, and we encourage you to contact them. 

Hon. Gerald Jennings 

Mayor 

City of Albany 

City Hall, Room 103 


(518) 434‐5100 

Mr. Michael Yevoli 

Director of Development and Planning 

City of Albany Dept. of Development & Planning 

21 Lodge Street 


(518) 434‐2532 

Mr. Duncan Stewart 

Executive Director & Chief Executive Officer 


384 Broadway #1 


(518) 275‐4920

REFERENCES CITYACTIVATORS INC. 

Project: Beale Street Landing, Memphis 

Dorchelle Spence 901-312-9190 

Riverfront Development Corporation 

22 North Front Street, Suite 960 

Memphis, TN 38103 

dspence@memphisriverfront.com 

2011 

Project: CenterCity DC 

Howard Riker 202-347-6337 

Vice President 

Hines 

555 13 th Street, Suite 1020E 

Washington, DC 20004 

howard_riker@hines.com 

2008 

Project: Fort Lauderdale Riverwalk 

Neil Kittredge, Partner 212-358-6788 


41 East 11 th Street 


nkittredge@bbbarch.com 

2009

STATEMENTS 

MWBE PARTICIPATION 

AKRF is committed to working with qualified and reputable MWBE firms. We are pleased to have Arch Street 

Communications, a WBE, as a part of our Team. We propose to have Arch Street perform 9% percent of the work (Base 

Fee). 

LOCAL PARTICIPATION 

AKRF understands the importance of having a team member who is located in the Albany area or Greater Capital Region. 

The strength of our team is further augmented with the addition of Clough Harbour & Associates and their Engineering 

professionals. We propose to have them perform 11% percent of the work (Base Fee). 

. 



1

ESTIMATED FEES 

Our fees and expenses below are based on our understanding of the scope of work requested in the RFP. We are more than 

happy to discuss with you our assumptions and we can make refinements based on mutually agreed-upon adjustments to 

the scope of work. 

TASK DESCRIPTION BASE FEE OPTIONAL FEES ESTIMATED BASE & 

OPTIONAL FEES 

Task A: Existing Conditions $160,770 $160,770 

Task B:Stakeholder 

$96,705 $60,357 $157,063 

Engagement 

Task C: Vision and Goals $78,912 $78,912 

Task D: Corning Preserve 

$158,000 $158,000 

Phase 2 Master Plan 

Task E: Implementation Plan $108,624 $141,399 $250,023 

Task F: WOW Factor $34,176 $34,176 

Task G: Final Report $26,976 $26,976 

Total Fee before Expenses $664,163 $201,756 $865,919 

Expenses $25,000 $5,000 $30,000 

Total Fee: $689,163 $206,756 $895,919 



1

TITLE 

2 

Proposal for the Town of Riverhead 

Downtown Riverfront Redevelopment NYS BOA Step 2 Nomination

TITLE 

Proposal for the Town of Riverhead 

Downtown Riverfront Redevelopment NYS BOA Step 2 Nomination 

3

THE VAL UE OF STRATEGIC THINKING® 

AKRF, Inc. 

440 Park Avenue South 


Tel (212) 696-0670 

www.akrf.com 

Sasaki Associates, Inc. 

64 Pleasant Street 

Watertown, MA 02472 

Tel (617) 926-3300 

www.sasaki.com 

Halcyon Ltd. 

8407 Overlook Path 

San Antonio, TX 78249 

Tel (917) 562-5081 

www.halcyonltd.com 


37 West 20th Street 


Tel (646) 392-9500 

www.nextstreet.com 

Arch Street Communications 

7 Broad Street 

Pawling, NY 12564 

Tel (845) 855-7077 

www.archstreetcommunications.com

REQUESTFORQUALIFICATI ONS Building a Tactical Revitalization ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?