BUILDING TACTICAL REVITALIZATION PLAN DOWNTOWN

REQUEST FOR QUALIFICATIONS 

BUILDING A TACTICAL REVITALIZATION PLAN FOR DOWNTOWN 

January 11, 2013 

Albany, NY


Sarah M. Reginelli 

Director of Economic Development 

Capitalize Albany Corporation 

21 Lodge Street 

Albany, NY 12207 

Request 

for Qualifications 

Building a Tactical Revitalizati 

ion Plan for Downtown Albany, NY 

Dear Members of the Evaluation Committee: 

Thank you for your invitation to submit our qualifications. 

As pioneers in Smart Growth planning, and charter members of the Congress for New Urbanism, Dover, Kohl & Partners has 

led the way towards sustainable cities, towns, and regions for over twenty-five years. We are experienced 

in creating 

walkable, transit-oriented neighborhoods 

s, restoring existing urban centers and towns within coherent metropolitan regions, 

and reconfiguring sprawling suburbs into communities of real neighborhoods and diverse districts. We are familiar with the 

great opportunities and challenges in Downtown Albany, and have successfully addressed similar conditions 

in our past 

projects. 

We employ a proven methodology that supports genuine public participation and will produce a detailed plan for Downtown, 

plus a toolkitt to make it happen. Over many years we 

have earned a solid reputation for engaging, visually-oriented town 

planning on behalf of local governments, redevelopment agencies, private developers, and community groups 

all over the 

country. We call our approach “designing g in public.” 

I would be pleased to lead an interdisciplinary team of local and national experts whose strengthss are naturally suited to the 

challenges suggested by your RFQ. Our qualifications and past projects show how we adapt our techniques for each specific 

situation, and 

we look forward to evolving the approach for creating the Tactical Revitalization Plan further with you. Amy 

Groves, senior project director from our office, will coordinate the consultant team and serve as your point of contact for all 

communications regarding this project. As a Hudson Valley area native, she feels deep connections to the place and is 

excited at the 

opportunity to return to Albany and take part in the continued revitalization of Downtown. 

We look forward to our next conversation with you. 

Sincerely yours, 

DOVER, KOHL & PARTNERS 

Victor B. Dover, FAICP, CNU-A, LEED AP 

Principal-in-Charge 

vdover@doverkohl.com 

Amy Groves, CNU 

Project 

Director 

agroves@doverkohl.com 

1571 Sunset Drive, Coral Gables, Florida 

33143 

Telephone (305) 666-0446 

www.doverkohl.com

Team Profile 

TEAM PROFILE

T e a m P r o f i l e 

An interdisciplinary team is fundamental to understanding how planning issues are interrelated and often require integrated 

solutions. We have assembled a team for the Downtown Albany Tactical Revitalization Plan that contains local and national leaders 

in their respective fields who have successfully collaborated on previous similar assignments. 

Dover, Kohl & Partners, a nationally-recognized planning firm, with expertise gained through numerous downtown revitalization 

efforts, will coordinate and lead the team, focusing on town planning and community participation. With our firm, principal 

involvement is a given. Either Victor Dover or Joseph Kohl will personally oversee public presentations, charrette workshops, 

and final work products. Amy Groves, Senior Project Director and Hudson Valley area native, will serve as the daily contact to 

the client and manager of internal communications and quality control. Additional town planners and designers from our studio 

will be available to meet critical deadlines and help facilitate public events. 

Partners for Economic Solutions, a woman-owned economics consulting firm, will provide market research, economic feasibility 

analysis of plan proposals, and a detailed, workable implementation strategy. The Street Plans Collaborative will utilize 

their expertise with tactical urbanism to conceive short-term implementation strategies that demonstrate plan goals and build 

momentum. Laberge Group will act as the team's local liaison, providing local knowledge and expertise of the Downtown Albany 

area, as well as preliminary engineering services (as needed) to validate the feasibility of plan concepts. The following 

organizational chart summarizes our team's respective roles for this assignment. 


Town Planning & Community Participation 

Victor Dover 

Principal-in-Charge 

Joseph Kohl 

Principal 

Amy Groves 

Project Director 

James Dougherty 

Director of Design 

Justin Falango 

Town Planner 

Dover-Kohl 

Staff Planners 

Dover-Kohl 

Staff Designers 

PARTNERS FOR 

ECONOMIC SOLUTIONS 

Market Analysis, 

Economic Feasibility & 

Implementation Strategy 

Anita Morrison, Principal 

Abby Ferretti, Principal 

THE STREET PLANS 

COLLABORATIVE 

Tactical Urbanism 

Implementation Strategy 

Mike Lydon, Principal 

Anthony Garcia, Principal 

LABERGE GROUP 

Local Liaison, 

Planning & Engineering 

Ronald Laberge, P.E., 

Principal-in-Charge & Chief Engineer 

Benjamin Syden, Director of Planning 

Staff Planners & Engineers 


Building a Tactical Revitalization Plan for Downtown Albany, NY 

1.1

Firm Profiles 

FIRM PROFILES

F i r m P r o f i l e s 

Dover, Kohl & Partners | town planning & community participation 

Dover, Kohl & Partners was founded in 1987. Our expertise lies in balancing the visionary 

‘civic art’ of planning with the practical consensus building needed to make projects 

succeed. We are trained in the principles of traditional town planning and architecture 

and have perfected techniques for gathering meaningful community input. Dover, Kohl & 

Partners is best known for public design charrettes, detailed master plans, and illustrative 

codes that emphasize complete neighborhoods as the basis for sound communities. 

Our plans focus on traditional neighborhood design and smart growth, emphasizing that 

there does not have to be a trade-off between livability and economic prosperity. Victor 

Dover and Joseph Kohl are charter members of the Congress for the New Urbanism and 

have worked for many public agencies, developers, and citizen groups to create appropriate 

methods of land development and regulation. Victor Dover serves on the LEED for 

Neighborhood Development Core Committee and the Congress for the New Urbanism 

Board; both Joseph and Victor are on the Board of the Form-Based Codes Institute. The 

firm has produced and facilitated over 120 charrettes during the last decade. 

We strive for the maximum public involvement in planning and stress a hands-on visual 

approach, using techniques that merge design studio, policy-making, and town meetings. 

Video imaging (pioneered by our firm) and collaborative drawing make planning more 

accessible and meaningful for citizens and clients. Often our projects have revealed 

potential in overlooked real estate and have helped to challenge outdated zoning or 

transportation policies. 

Our work has been published in Progressive Architecture, in Metropolitan Home, in 

numerous planning journals, and has been featured on National Public Radio, CNN's 

Earthwatch, and in BusinessWeek. Dover-Kohl projects have also been profiled in 

The New Urbanism by Peter Katz, Rural By Design by Randall Arendt, Sustainable 

Urbanism by Douglas Farr, Form-Based Codes by Daniel Parolek, Retrofiting Suburbia 

by Ellen Dunham-Jones, as well as Land Use Strategies and Public Participation Tools, 

both published by the Center for Livable Communities. 

VICTOR DOVER and JOSEPH KOHL hold Bachelor of Architecture degrees from Virginia 

Tech and Master of Architecture degrees from the Town & Suburb Design Program at the 

University of Miami. They have both been cited by Architecture magazine as being among 

“the country’s best urban designers and architects.” 

Victor Dover lectures across the nation on sustainable development and livable communities. 

He has personally led over 100 charrettes worldwide. Victor is a Fellow of the 

American Institute of Certified Planners, is LEED-AP certified, and is CNU-Accredited. 

Joseph Kohl is recognized nationally as an innovator in urban design and graphic communication. 

He oversees the firm’s urban design, working hands-on with the Town Planners 

to refine and constantly improve designs for walkable, sustainable urban places. Joe has 

taught design and media at the University of Miami, and is CNU-Accredited. 

Revitalizing 

Downtowns & 

Historic Places 

Designing New 

Neighborhoods & 

Towns 

Planning Cities 

& Regions 

Reinventing 

Corridors 

Retrofitting 

Suburbia 

Shaping Transit 

Oriented 

Development 

Form Based Codes 

for Municipal & 

Private Clients 



2.1

Partners for Economic Solutions | market analysis, economic feasibility & 

implementation strategy 

Partners for Economic Solutions is a full-service urban economics consulting firm 

formed in 2008, dedicated to fostering sustainable economic vitality and growth in 

America’s neighborhoods, cities and regions. Working extensively with cities, economic 

development and redevelopment agencies, public/private partnerships, universities, 

housing authorities and non-profits, PES brings real estate and economics expertise to 

bear on a wide range of urban development and public policy issues. 

We provide timely advice, strategies and research that are: 

• Rigorous, objective and market-driven 

Partners for E 

• Backed by reliable data 

• Drawn from the best national practices 

• Tailored to the local situation and resources 

Partners for Economic Solutions is a full-s 

• Practical and keyed to specific implementation actions 

to fostering sustainable economic vitality 

and regions. Working extensively with ci 

Collaboration defines our work approach. We work closely with our clients to maintain agencies, continual dialogue public/private and provide partnerships, quick uni 

responses to meet the clients’ schedule needs. With teams that include some of the nation’s PES best brings planners, real designers estate and engineers, 

we develop holistic approaches for development and revitalization with economics guiding development and responding and public to the designs. policy 

economics exp 

issues. 

We believe strongly in the value of community involvement, drawing on stakeholders’ knowledge, We provide ideas and timely aspirations. advice, Public strategies and 

workshops help to solicit this input and test strategies through frank discussions of market opportunities and constraints. 

Rigorous, objective and market-dri 

Our services focus on five primary categories: 

• Market-driven analysis 

• Real estate advisory services 

• Economic development and revitalization strategies 

• Impact analysis 

 

 

 

 

Backed by reliable data 

Drawn from the best national prac 

Tailored to the local situation and 

Practical and keyed to specific imp 

• Public policy evaluations and strategies 

Collaboration defines our work approach. 

continual dialogue and provide quick resp 

PES is a woman-owned company based in Washington, DC. Its founding principals – Anita teams Morrison that and Abigail include Ferretti some – of have the a nation’s be 

combined experience of 50 years in economic and development consulting. 

holistic approaches for development and r 

responding to the designs. 

Anita Morrison founded Partners for Economic Solutions after more than 30 years of economic and development consulting. During 

her career, Anita has specialized in public/private partnerships, real estate advisory services, We redevelopment believe strongly strategies in the and value economic 

of commu 

impact analysis. From large cities to small towns, she applies her understanding of knowledge, real estate economic ideas and fundamentals aspirations. to Publi 

questions of development, redevelopment and smart growth. She helps decision makers and strategies the community through to understand frank discussions how of m 

economics and land planning interact. Her market analysis helps to frame the scale, mix and pace of development. Financial 

analysis evaluates project feasibility, quantifies any funding gap and required investment, and Our assesses services the potential focus on for five long-term primary categor 

returns. Fiscal impact analysis forms the basis for realistic and creative funding strategies and allows decision makers to evaluate 

the potential returns and risks associated with their investment. Anita is adept at incorporating Market-driven these economic realities analysis into 

workable solutions. Anita received a Master of Public Policy from the University of Michigan, and taught Real Market estate Analysis advisory for services the 

Master of Sustainable Real Estate Development program at Tulane University. 

Economic development and revital 

Impact analysis 

As a founding principal of the firm, Abigail Ferretti focuses on managing the firm’s urban practice with Public an emphasis policy on evaluations revitalizing and strat 

older communities. In all her work, she dedicates herself to finding the best available data that accurately portray current and potential 

development. She uses GIS extensively to inform the analyses of existing conditions, competitive PES is a projects woman-owned and opportunities company for based in 

new development. This relentless pursuit of actual data to build sound conclusions serves as Morrison a guiding principle and Abigail for all PES Ferretti projects. – have a co 

Abby received a Master of Business Administration from Loyola College. 

development consulting. 

2.2 

Dover, Kohl & Partners et al 

January 11, 2013

and policies that help shape the resulting spaces. 

Anthony is an active member of civic life in South Florida. He is the Editor of TransitMiam 

com, a non-profit organization that seeks to encourage public participation and discourse in Sout 

The Street Plans Collaborative | tactical urbanism implementation strategy 

Florida. Transit Miami has allowed him to refine his community development capacity, and de 

velop a deep understanding of multimodal solutions and transit systems. He is a founding Boar 

member of Bike Walk Coral Gables, and is also on the board of the Green Mobility Network an 

the Urban Environment League. 

The Street Plans Collaborative (Street Plans) is an interdisciplinary urban planning, design, and advocacy firm with offices in New 

York City and Miami, formed in 2009. The firm strives to improve the balance of multi-modal transportation options and create successful 

public spaces as a means to creating more economically competitive and sustainable 21st century towns and cities. Street 

Plans fulfills this mission by working at the intersection of transportation, land use, and urban design in cities and towns across the 

United States. 

Anthony possesses a Bachelor of Arts in Architecture and Urban Design from New York Univer 

sity. The His firm focus places a of high study value on at developing NYU research, was community writing, and best development practice communication and projects. participation Principals Mike in Lydon the and plannin 

Tony Garcia’s writings and work have been featured in The New York Times, Salon, Utne Reader, NPR, Next American City Magazine, 

process, with a concentration on the use of technology in garnering public support. He went on t 

The Atlantic Cities, Planning Magazine, Better Cities & Towns, and The Miami Herald, among other publications. Street Plans is also 

receive known his internationally Masters for in defining Architecture and advancing the from concept the of University tactical urbanism, of which Miami, was named where by Planetizen he worked and Urban as Times a researc 

assistant a top 2012 on a planning number trend of and urban featured at policy this year’s papers Venice Architectural related to Biennale. code writing and urban development. Hi 

work as a researcher at UM brought him in contact with internationally renowned architects an 

The firm is currently working on projects in New York City, Coral Gables, Miami Beach, Albuquerque, Detroit, St. Louis, and North 

urban planners and helped him develop a keen understanding of the connection between urba 

Carolina’s 10-County Albemarle Region. 

form and the policies that shape it. He is currently pursuing his architectural license, and plans t 

add this skill to the company suite of services. 

Mike Lydon is Principal of The Street Plans Collaborative. Before launching the firm in 2009, Lydon worked for Smart Growth Vermont, 

the Massachusetts Bicycle Coalition, and Ann Arbor’s GetDowntown Program. From 2006 - 2009 Lydon worked for Duany Plater- 

Zyberk and Company (DPZ), an international leader in the practice of smart growth planning, design, and research techniques. At DPZ 

Mike worked extensively on Miami 21, the recipient of the American Planning Association’s 2011 National Planning Excellence Award, 

and contributed to several other research initiatives and smart growth projects. 

Anthony was consistently on the prestigious Deans List at New York University prior to graduat 

ing with Honors for his research into the development of Modern Cuban Architecture. This led t 

an invitation to participate in a summer design studio at the Harvard Graduate School of Design 

While at the University of Miami he was one of a handful of students invited to the Rome Program 

an intensive six month program of study into the history of traditional urbanism and architectur 

Most recently he was one of a select few regional participants in the LEED-Homes pilot program 

where his work on a historic South Miami cottage led to a Gold rating and a Dade Heritage Trus 

Award for excellence in preservation. 

As a planner, writer, and advocate, Mike’s work has appeared in or been featured by NPR, The New York Times, CNN Headline News, 

Grist, Salon, Utne Reader, Next American City Magazine, Planetizen, Streetsblog, and many other publications. Mike collaborated with 

Andres Duany and Jeff Speck in writing The Smart Growth Manual, published by McGraw-Hill in 2009, and honored by Planetizen as 

one of the top ten planning books of 2010. A founding member of the New England Chapter of the Congress for the New Urbanism 

(CNU), a Board Member for CNU New York, and a steering committee member of the Next Generation of New Urbanists, Lydon 

remains active in both local and national planning, design, and smart growth advocacy issues. He also speaks regularly at trainings 

and conferences on the topics of smart growth, planning and social media, complete streets, tactical urbanism, and active transportation. 

Mike is the primary author of The Open Streets Project and Tactical Urbanism: Short-Term Action, Long-Term Change (Vol. 1 & 

Vol. 2). Mike received a B.A. in American Cultural Studies from Bates College and a Masters in Urban Planning from the University 

of Michigan. 

Anthony Garcia is Principal of The Street Plans Collaborative. Prior to launching the firm’s Miami office, Anthony was a Project 

Director for six years at the Dover Kohl & Partners affiliated architecture firm Chael Cooper & Associates. His work there gave him 

a strong background of urban planning that includes urban design, policy writing and code analysis. Anthony is an active member of 

civic life in South Florida. He is the editor of TransitMiami.com, a non-profit organization that seeks to encourage public participation 

and discourse in South Florida. He is a founding Board member of Bike Walk Coral Gables, and is also on the board of the Green 

Mobility Network and the Urban Environment League. Anthony possesses a Bachelor of Arts in Architecture and Urban Design from 

New York University and a Masters in Architecture from the University of Miami. 



2.3

Laberge Group| local liaison, planning & engineering services 

Laberge Laberge Group has Group provided has provided engineering, engineering, architecture, architecture, surveying and surveying planning and services planning since services 1964. Our since diverse 1964. portfolio Our of successfully 

diverse Laberge completed portfolio Group projects has of successfully provided and community engineering, completed plans, coupled architecture, projects with and surveying community experienced and core plans, planning of coupled project services management with since experienced 1964. and design Our staff, 

provides core diverse clients of portfolio creative, project management integrated of successfully and distinctive and completed design solutions. staff, projects provides and community clients creative, plans, coupled integrated with and experienced distinctive 

solutions. core of project management and design staff, provides clients creative, integrated and distinctive 

The firm solutions. has an excellent record for performing work on time, within budget and providing recommendations that are accepted and 

implemented The firm by our has clients. an We excellent have over record forty years for performing of extensive experience work on working time, within private budget clients and and communities providing of all 

sizes. 

recommendations 

Offering 

The firm 

a full 

has 

range 

an that 

of 

excellent 

Engineering, 

are accepted record 

Architecture, 

and for implemented performing 

Surveying and 

work by 

Planning 

our on clients. time, 

services 

We within 

under 

have budget 

one 

over 

roof 

forty and 

we can 

providing years 

achieve 

of 

project 

extensive recommendations experience that working are accepted with private and implemented clients by our clients. We have over forty years of 

milestones efficiently and economically and with the reassurance it is the very best quality of services available. 

and extensive communities experience of all working sizes. Offering with private a full range clients of 

Engineering, and communities Architecture, of all sizes. Surveying Offering a and full Planning range of 

Laberge services Engineering, Group’s under philosophy Architecture, one is roof a simple we Surveying one: can The achieve highest and Planning project quality service for each client’s requirements. Implementation of this philosophy 

milestones services requires under highly efficiently competent one and roof comprehensive economically we can achieve professional and with project the services provided on a personal and individual plane. This requires 

that we reassurance milestones establish and efficiently it maintain is the relationships very and economically best quality and communication and of services with the with our clients. We don’t build projects, we build communities and 

organizations…one available. reassurance it project is the at a very time. best We do quality this by of assisting services our clients in determining and prioritizing their needs. We research 

available available. funding, matching priorities with the client’s individual projects. This becomes an on-going process of matching available 

funding Laberge with desired Group’s projects philosophy and/or needs, is building a simple the individual one: projects, updating the plan, and implementing the projects. 

The Laberge highest Group’s quality philosophy service for is a each simple client’s one: 

requirements. 

Laberge 

The 

Group 

highest Implementation 

is known 

quality 

for technical 

service of 

excellence, 

for this 

the 

each philosophy 

ability 

client’s 

to respond to a client’s needs, and dedication to project implementation. 

requires requirements. highly Implementation competent of this comprehensive philosophy 

The staff understands that success comes from providing concise and attentive consulting in a fast–paced environment. Laberge 

professional requires highly services provided competent on a comprehensive 

personal and 

Group individual professional 

is committed plane. to 

services 

team This building, requires provided 

enthusiastic that on we a establish personal 

service, project and 

management and multi–disciplinary expertise. Our intent is to 

provide maintain individual you with relationships the plane. best service This requires and available communication that to meet we establish your with goals our and and objectives. 

clients. maintain We relationships don’t build projects, and communication we build communities with our and organizations…one project at a time. We do 

Ronald this clients. Laberge, by assisting We P.E., don’t Vice-President our build clients projects, in and determining we Principal build communities in and Charge. prioritizing Mr. and Laberge organizations…one their has needs. designed We research and project managed available at numerous a time. funding, We projects; do as 

Vice President, matching this by assisting Ronald priorities directs our with clients the the full resources client’s in determining individual of the firm and projects. addressing prioritizing This the their scheduling becomes needs. an of We all on-going work research including process available field of investigations matching funding, and 

surveys, available matching preliminary funding priorities cost estimates, with with desired the design client’s projects analysis individual and/or design, needs, projects. detailed building This cost becomes the estimates, individual an on-going plans projects, and process specifications, updating of matching the and plan, construction 

services. and available implementing As an funding active the with member projects. desired of the projects firm’s Quality and/or Assurance/Quality needs, building Control the individual team he maintains projects, the updating firm’s integrity the plan, through 

quality 

and 

production. 

implementing 

Ronald 

the 

received 

projects. 

a Bachelor of Science (B.S.) in Civil Engineering from Union College in Schenectady, New York. 

This project, if awarded to us, will be accepted with the pledge that our total individual and collective 

knowledge, This project, experience if awarded and to us, judgment will be will accepted be put with to work the pledge for you, that the our Client. total individual Our entire and staff collective will be 

Benjamin 

available knowledge, 

Syden, 

to 

AICP 

you. experience 

serves 

No one 

as Director 

and person judgment 

of 

could 

Planning 

(or will should) 

& Community 

be put handle to 

Development. 

work all aspects for you, 

Mr. 

of the Syden 

Client. project, 

has over 

Our as many 

eighteen 

entire different staff 

(18) years 

will areas be 

of experience 

with of available expertise NY State to municipalities you. are required. No one in person We the areas all could will of (or comprehensive be should) actively handle involved planning, all aspects in land the use assurance of regulations, the project, of brownfield quality as many services redevelopment, different and areas the shared 

services, completion of downtown expertise of are revitalization, all required. projects economic We time all and will and within be community actively budget. development, involved in pro-gram the assurance development, of quality project services financing, and creation the of 

implementation completion mechanisms, of all projects grant on writing time and management. within budget. Mr. Syden has overseen the development of over 100 community 

planning projects, and has secured over $125 million in funding for client communities. Ben received a Bachelor of Arts in Political 

Science (B.A.) and a Master of Regional Planning (M.R.P.) from the University of Albany. 

2.4 


January 11, 2013

RELEVANT EXPERIENCE 

Relevant Experience

R e l e va n t E x p e r i e n c e 

Many communities across the country are rethinking development and growing 

in smarter ways. Dover, Kohl & Partners has helped many of them create memorable, 

sustainable neighborhoods, towns, and cities, in turn creating a better 

quality of life for their citizens. We have a strong history of experience leading 

multidisciplinary planning teams in downtown revitalization efforts, with successful 

results. 

Community involvement is an integral component in all of our projects. The Dover-Kohl 

team has perfected numerous techniques in building community consensus 

and helping communities establish an implementable plan. We create 

easy-to-understand strategies for sustainable development, specializing in plans 

and visualizations that focus on the physical aspects of future growth and conservation. 

Our process has helped communities across the country to visualize 

change before it occurs and has been the subject of education studies by the 

National Charrette Institute. 

For example, in Downtown Montgomery our work on the downtown plan has resulted 

in a revitalization of Dexter Avenue and an area known as "The Alley" that 

feature new bars, restaurants, businesses, residences, and hotels in both renovated 

historic and new buildings bringing nightlife and people back to the downtown 

at all times of the day. In addition, Court Square, which terminates the end of 

Dexter Avenue opposite the State Capital, was redesigned and constructed as a 

plaza with traffic circulating around the historic fountain as it once did, making 

Court Square the first new urban space of its kind on a major U.S. city street in 

over fifty years. Dover-Kohl has continued to assist the City with implementation 

in the years since the adoption of the plan. Our plan and code for Columbia Pike 

in Arlington County is transforming the once suburban corridor into a walkable, 

transit-oriented center; the significant steps taken in evolution from suburban 

strip to street-oriented urbanism in the mixed-use nodes was recently chronicled 

in the publication Retrofitting Suburbia by Ellen Dunham-Jones. In Downtown 

Kendall, our plan and code unlocked development potential, resulting in over 3200 

new dwelling units in mixed-use settings. 

In addition, Dover-Kohl has recently completed several assignments in New York 

State, including the Clifton Park Town Center Plan and the Schodack Town Center 

Plan. 

In this section, you will find descriptions of recent projects by Dover, Kohl & Partners 

and the consultant team that demonstrate our creativity in planning, design, 

economic analysis and implementation, and address our team's ability to create 

a successful revitalization plan for Downtown Albany. 



3.1

“The Downtown is the heart of the City 

. . . everybody has a vested 

interest in developing Downtown.” 

– Mayor Bobby Bright 

Downtown Master Plan 

Montgomery, AL 

PROJECT DETAILS 

Project Area: 

Client: 

Year Adopted: 2007 

Website: 

730 acres 

City of Montgomery 

http://www.montgomeryal.gov/index. 

aspx?page=60 

For more information, visit doverkohl.com. 

Court Square has been reconstructed as an urban 

plaza. Photo Credit: Robert Fouts 

The warehouses on South Court Street should 

continue to be renovated with storefronts and 

housing to help create a thriving Arts District. 

Transect Map for Downtown Montgomery 

The Project 

During recent years, rapid growth has occurred in the area surrounding Downtown Montgomery. The 

City seeks to attract more of this growth into Downtown to provide a vibrant place for residents, visitors, 

and businesses. The Downtown Master Plan is intended to provide a road map to guide future 

growth and development in the heart of the city. Recently completed projects such as Riverwalk 

Stadium, home of the Montgomery Biscuits, and the amphitheater at Riverfront Park have positioned 

the Downtown for a successful revitalization. Other projects are also underway that will add to this 

momentum and increase Downtown's appeal for visitors and residents alike. The planning process 

for the Downtown Master Plan was led by Dover-Kohl and included work by UrbanAdvisors, Zimmerman/Volk 

Associates, Hall Planning & Engineering, and UrbanAdvantage. 

The Process 

Community involvement was an essential component in creating a vision for Downtown Montgomery. 

The Master Plan’s visualizations, plans, and recommendations are the result of extensive public input 

from over 850 Montgomery residents, business owners, and community leaders who participated in 

the September 2006 charrette. 

Plan Principles 

The Downtown Plan includes near- and long-term project recommendations and a detailed implementation 

strategy to help achieve the community's vision. The key principles guiding the Plan were to 

plan, preserve, restore, and reuse historic buildings and addresses; foster an improved environment 

for private investment and development; mix land uses, building types and housing options; expand 

Downtown's green and civic spaces; and to promote a better balance of transportation options and 

designs. One of the most important strategies was revising the land types and development regulations 

that limited opportunities for both redevelopment and new development. Dover-Kohl calibrated 

the SmartCode for Downtown as a way to provide increased certainty for implementation of the Master 

Plan. This form-based code, now mandatory for Downtown, will ensure that future development 

promotes a diversity of building, thoroughfare, and civic space types with characteristics appropriate 

for its location. 

Status 

The Plan was unanimously adopted by City Council in February 2007. Following the Plan’s adoption, 

the City Council unanimously adopted the SmartCode as the mandatory zoning code for Downtown in 

May 2007. Construction of the Court Square Plaza was completed in early 2007, making it the first 

new urban space of its kind on a major U.S. city street in over fifty years. It is now a popular case 

study for traffic engineers around the world seeking to rediscover the art of placemaking. 

3.2 


January 11, 2013

Continuing Services 

Montgomery Interpretive Center 

Dover, Kohl & Partners was retained 

by the City to assist in the implementation of the 

Downtown Plan. Initial work included assisting 

City staff in processing development applications 

as well as redesigning several landmark 

projects in accordance with the SmartCode. 

The Montgomery Interpretive Center concept 

respects both the local architectural precedent 

and scale of the surrounding neighborhood. The 

design also offers the square footage required 

for a facility which could become a national destination. 

The Hyatt Hotel Plan is a mixed-use, urban block 

concept. The parking is located mid-block, lined 

by the hotel, shops, and office uses. The first 

floor storefronts provide doors and windows 

that face the street, a critical feature that makes 

the street more attractive and safe. 

Tulane Court, a barrack-style public housing 

project, is being redeveloped into a mixed-use, 

mixed-income neighborhood. The Plan includes 

a variety of building types fronting streets and 

greens and an interconnected street network. 

Dover-Kohl created illustrations for the Housing 

Authority to further explain Plan concepts. 

Proposed Hyatt Hotel 

Redevelopment of Tulane Court 



3.3

“Make certain that we don't dream it 

forever, but do it today.” 

– Mayor L. Douglas Wilder, 

Work-in-Progress Presentation 


Richmond, VA 


Project Area: 2,176 acres 

Client: 

City of Richmond 

Venture Richmond 


Website: www.ci.richmond.va.us/ 

forms/DowntownPlan.aspx 


Before 

Existing view of Hull Street in Manchester, one of 

Richmond’s historic industrial districts. 

After 

Photo-realistic view of Hull Street after Plan implementation, 

including streetscape improvements, 

private investment, and public transportation. 

Empty lots and parking lots are filled in with buildings 

making the downtown feel more complete. 

The Project 

Downtown Richmond is shaped by countless forces that have produced an extraordinarily historic, 

physically stunning city. However, much of the recent development activity has occurred in the outlying 

counties and suburbs, draining capital away from the heart of the city. The City of Richmond 

hired Dover, Kohl & Partners to create a plan to recapture development potential and channel it into 

the historic center, thus legitimating its title as "Virginia’s Downtown." Dover-Kohl teamed with Hall 

Planning and Engineering, Rhodeside & Harwell, Urban Advantage, ZHA, Inc, and Zimmerman/Volk 

Associates to create the Plan. 

The Process 

Over 800 citizens and stakeholders joined Dover-Kohl and a team of experts in discussing housing, 

transportation planning, parks, and economic development in a seven-day charrette. The resulting 

Master Plan reflects the range of community brainstorming and design input, which will ultimately 

guide growth and ensure quality development. 

Plan Principles 

The Master Plan is both a physical plan to guide appropriate development and a policy document 

to serve as a blueprint for action. Guiding principles include preserving the traditional city; providing 

greater connections to the James River; encouraging appropriate urban architecture; making a 

‘greener’ Downtown; and promoting the city’s historic past. Additionally, the Plan outlines numerous 

incremental capital improvements such as converting one-way streets to two-way travel, planting and 

maintaining street trees, improving pedestrian/cyclist facilities and preparing a preliminary design for 

a streetcar system. 

Status 

The Master Plan was unanimously approved by the City Council in October 2008. In March 2009, 

the Plan was awarded the Outstanding Plan Award from the American Planning Association, Virginia 

Chapter. 

3.4 


January 11, 2013

The Transect 

T1 

T3 

T4 

T5 

These images reflect the character of various transect zones and demonstrate the best scenarios for 

future development. 

T6 

As part of the planning process, 

Dover-Kohl outlined six "transect 

zones" for Downtown Richmond. 

This mapping, which identified the 

area’s human habitats in a range 

from the most natural to the most 

urban, ultimately developed into 

the Future Land Use Map for Downtown. 

Images reflect the character 

of each zone and provide developers 

and city staff with development 

standards that will ensure new 

buildings reinforce the intended 

character of each place. 

What is a transect? 

Each Transect Zone is defined by particular characteristics 

that correspond with the density and 

intensity of land use and urbanism. These characteristics 

include building placement, landscaping, 

and curb details, all of which influence the 

level of walkability and vibrancy in a particular 

place. The Transect is an important tool because 

it acknowledges the diverse characteristics of 

villages, towns, and cities, and encourages infill 

and new development to respect its context. 

T1: The Natural Transect Zone is characterized 

by a wilderness landscape that is untouched by 

development, and whose ecological features are 

preserved. The uninhabited islands in the James 

River are an example of a wilderness condition in 

Downtown Richmond. These islands remain unsettled 

due to periodic flooding of the river, and 

are preserved in their natural condition. 

T2: The Rural Transect Zone is characterized by 

an open or agricultural landscape that is sparsely 

settled. The estates along the James River 

are an example of a rural condition in Richmond. 

These estates feature manor homes surrounded 

by expansive lawns and rolling hills. 

T3: The Sub-Urban Transect Zone is characterized 

by low-density residential development on 

a connected street network. These neighborhoods 

usually consist of low-density, single family 

homes with landscaped setbacks. 

T4: The General Urban Transect Zone is characterized 

by medium-density, mixed-use development, 

distributed along medium-sized bocks. 

Historic Jackson Ward is an example of the general 

urban condition in Richmond. This district is 

characterized by single-family homes, sideyard 

houses, and rowhouses with variable setbacks 

and landscaping, and a limited mix of commercial 

and civic uses. 

T5 : The Urban Center Transect Zone is characterized 

by higher density, mixed-use development, 

typically arranged on a fine-grained street 

network with wide sidewalks, regular tree planting, 

and minimal setbacks. Shockoe Slip is an example 

of a classic urban center condition, with 

a dense mix of office space, apartments, and 

retail located in four to six-story brick buildings 

that front the street. Pedestrians have an active 

presence in these neighborhoods. 

T6: The Urban Core Transect Zone is the most 

urban condition in the Transect. This zone is 

high density, with an intense mix of uses and 

civic buildings of regional significance, distributed 

along urban blocks with wide sidewalks, regular 

street tree plantings, and buildings that front the 

street. City Center is an example of the urban 

core condition in Downtown Richmond, with tall 

buildings that contain a range of office, residential 

and retail space. Continued pedestrian-oriented 

development will support a vibrant street realm. 



3.5

“I’m so proud to live here and to have 

participated in this exciting process.” 

– Fayetteville Resident 


Fayetteville, AR 


Project Area: 

Client: 


Website: 

324 acres 

City of Fayetteville 

accessfayetteville.org/ 

government/planning/ 

documents/index.cfm 


Infill development along Dickson Street completes 

the street scene. 

A prominent Downtown intersection is redeveloped. 

Parking 

or service 

access 

Parking 

structure 

A “Liner” 

building 

A new zoning district was also created along with 

designs for residential and mixed-use infill development 

and "smart" parking structures. This illustration 

is of a “liner” building, which surrounds parking 

with ground- floor shopfronts and upper-level offices 

and residences. 

The Project 

Fayetteville has sustained a real downtown character with many things to do. However, road widenings 

and automobile dominance have disturbed certain streetscapes, and development regulations 

provided little opportunity for quality infill development. By improving development regulations, reclaiming 

once-walkable streets, and establishing a clear vision for Downtown, proper development 

activities and infrastructure improvements can enhance what is already a great urban center. Consultants 

from UrbanAdvisors, Hall Planning & Engineering, BensonMiles TND, and UrbanAdvantage 

assisted with the Plan. 

The Process 

During a seven-day charrette, Dover-Kohl conducted an open planning process to identify the ideas, 

needs and concerns of the community. By "designing in public", participants played a key role in creating 

the Downtown Master Plan. As a result, the plan crystallizes the desires of Fayetteville’s citizenry into 

buildable, functional visions and provides do-able instructions for government and private investors. 

Status 

Upon the unanimous adoption of the plan in 2004, the City formed the first Tax Increment Financing 

District (TIF) in the State of Arkansas. The availability of TIF funds has been instrumental in the redevelopment 

of the Mountain Inn Hotel and the transformation of College Avenue. In October 2006 

the Downtown Code was adopted, revising the land development regulations to ensure the type and 

form of development that Fayetteville residents desire. 

3.6 


January 11, 2013

Change Over Time 

College Avenue was a focal point of the 

Fayetteville Downtown Master Plan. A range 

of capital improvements were proposed, which 

could be implemented over time with both public 

and private investments. Major improvements 

can occur even with small changes, as shown in 

these photos. 

Top Right: Existing Conditions on College Avenue 

are those of a suburban arterial roadway. 

Buildings are set far apart in parking lots. The 

street is focused on automobile travel and is not 

pedestrian-friendly. 

Existing Conditions 

Short-Term Improvements, Right: College Avenue 

is narrowed to three lanes. Street trees are 

planted and the sidewalk is widened. 

Intermediate Improvements, Lower Right: New 

buildings are built close to the street with doors 

and windows facing College Avenue. On-street 

parking is introduced, slowing traffic and offering 

parking in front of businesses and shops. 

Short-Term Improvements 

Long-Term Improvements, Below: Buildings 

are built on both sides of the street, forming an 

urban relationship and transforming College Avenue 

into a spatially defined “urban room.” Improvements 

include the creation of a supermarket 

as a multi-story, mixed-use neighborhood 

grocery prototype. 

Intermediate Improvements 



3.7

“They want to create a downtown in 

the heart of the sprawl, turning the 

worst of suburbia into the best of the 

New Urbanism.” 

– Florida Trend 

Downtown Kendall 

Transforming Miami-Dade’s “Edge City” 


Project Area: 

Client: 

324 acres 


Website: 

Chamber South, 

South Miami, FL 

chambersouth.com/index. 

php?submenu=community& 

src=gendocs&link=Downto 

wn%20Kendall&category= 

Community 


Town Square: The heart of the new Kendall community, 

overlooked by multi-story mixed-use and 

civic buildings. 

3.8 

Residential Square: Rowhouses and an urban 

apartment building create a safe edge to a neighborhood 

park. 

Shops and restaurants occupy the ground floor 

along the main street. 


The Project 

The Master Plan and Overlay Code for Downtown Kendall is the product of a June 1998 charrette dealing 

with a high density urban center in Miami-Dade County. The study area contains transportation 

corridors and intersections of four heavily traveled, regional roadways that crisscross a high intensity 

of retail, office, hotels, and nearby residential neighborhoods. The study area has experienced remarkably 

fast growth, but poor pedestrian accessibility and visual blight are prominent in Downtown 

Kendall, as in most such auto-oriented suburbs. The Plan, which was created in partnership with Duany 

Plater-Zyberk & Company, UrbanAdvantage, Hall Planning & Engineering, and Thomas Gustafson, 

will establish order among the physical chaos, facilitating development in a sustainable pattern and 

creating a lasting identity for the area. 

Approach 

The design team conducted a seven day charrette in June 1998, soliciting input from community members, 

business owners, elected officials, and technical experts. The resulting plan allows any number 

of developers to realize projects within the patchwork of individual properties, with each property 

contributing to a unified whole. A form-based code accompanies the Master Plan to ensure that new 

projects are consistent with the vision for Downtown Kendall, which is for it to become a model for 

transit-oriented development. At the forefront is an architecturally varied cityscape designed around 

the pedestrian rather than the automobile. 

Status 

The Master Plan was approved by the Miami-Dade Board of County Commissioners in 1998 and the 

code was adopted in December of 1999. This new ordinance replaces the existing zoning districts to 

form a new zoning district in the Miami-Dade County Zoning Code. The Downtown Kendall project has 

been featured in Florida Trend, on NBC 6 and WPBT reports, and in a special issue of Business Week, 

"21 Ideas for the 21st Century." Construction on several sites is complete and more than 3200 new 

dwelling units in mixed-use settings have been approved. 

January 11, 2013

Change over Time 

Thirty years ago Kendall Drive was a narrow 

country road and Dadeland Mall’s first buildings 

were sprouting at the rural edge of a young 

metropolis. Today this location is embedded in 

the suburban growth that followed, closer to 

Downtown Miami and the coastal edge than to 

the western or southern reaches of metropolitan 

development. The region’s recent commitment 

of re-directing growth away from rural areas and 

back to the transportation corridors of the earliest 

settlements is slowly taking form with the 

first building projects heeding the visionary call 

of Eastward, Ho! The Downtown Kendall plan is a 

response to this vision. Mixed-use buildings will 

front upon a network of interconnected streets, 

parking garages will be placed mid-block to replace 

the vast expanses of surface parking, and 

transit is being re-integrated into the area. 

“When fully built out – probably in two 

or three decades – downtown Kendall’s 

population will be double the current 

size of Opa-locka, county planners estimate, 

with most residents living within 

walking distance of the Metrorail line. 

In contrast, the US Census in 2000 reported 

3,800 residents in the eastern 

portion of Kendall, an unincorporated 

portion of Miami-Dade County.” 

Downtown Kendall, 2034 Aerial View: Interconnected streets, mixed-use development, and mid-block 

parking transform the auto-oriented landscape. 

- Frank Norton, Miami Today 

Dadeland Boulevard: Before 

Snapper Creek Canal: Before 

A new Snapper Creek Canal, with pedestrian 

bridges, wide sidewalks, shade trees and mixeduse 

buildings. 

The proposed Dadeland Boulevard will be centered around the pedestrian, with colonnades designed 

to protect people from the elements, building facades that face the street, and on-street parking to 

slow traffic. 



3.9

Columbia Pike Form-Based Code 

Arlington, VA 


Project Area: 3.5 miles 

Client: 

Arlington County 

Year Adopted 2003 

Website: columbiapikepartnership. 

com 


Existing conditions at the Town Center study area. 

A blank white wall faces Columbia Pike, and a 

parking area is shown beyond. 

Proposed development shows the corner site 

redeveloped, with glazed surfaces meeting pedestrians 

on the street and upper floors adding office 

or residential space. 

Buildings fill in the former parking lot, and enhanced 

public transit helps to reduce the number of parking 

spaces required for infill development. 

Town Center Study Area 

The Project 

The Columbia Pike Special Revitalization District Master Plan and Form-Based Code introduce livable 

approaches to redevelopment and revitalization throughout the Columbia Pike corridor in Arlington 

County, Virginia. Limitations caused by existing zoning and development regulations had continually 

deterred development along the once vibrant corridor. While explosive development has occurred 

in the Washington D.C. Metro region, Columbia Pike, the "main street" of southern Arlington County, 

faced rapid decline and disinvestment. Development pressures in the county and region led the 

County to adopt a policy of Smart Growth to encourage redevelopment and revitalization of its central 

corridors and neighborhoods. The Columbia Pike Special Revitalization District Master Plan and Form- 

Based Code represent the County’s commitment to Smart Growth. The comprehensive effort sets 

forth a long-range vision to create a competitive and vibrant corridor and urban center. 

Dover, Kohl & Partners worked together with Ferrell Madden Associates, UrbanAdvantage, and VOA 

Associates to create the Master Plan and Form-Based Code. 

The Process 

During an extensive public charrette process, over 700 citizens, along with local stakeholders and the 

design team, studied four specific areas along the corridor: the Western Gateway, the Neighborhood 

Center, the Village Center, and the Town Center. Each area had its own unique characteristics and 

challenges that were addressed. At the conclusion of the charrette week, work began on developing 

the detailed Code and Regulating Plans that would lay out the rules for new development in these 

areas. The result was the creation of a livable approach to redevelopment and revitalization throughout 

the Columbia Pike corridor that focused on a range of acceptable building types and locations for 

mixed-use development. 

Status 

The Arlington County Board unanimously approved the Columbia Pike Form-Based Code in February 

2003. At that time, Arlington County was one of the first jurisdictions in the nation to apply a formbased 

code to revitalize existing older sectors, and among the largest (if not the largest) application 

of form-based codes in the country. The first mixed-use development projects in over 40 years, made 

feasible under the Form-Based Code, have been completed. The Code has unlocked development potential, 

and public and private reinvestment in the area is helping to transform the Pike. 

3.10 


January 11, 2013

MIN 10% 

BLDG 

ALONG 

REQUIRED 

BLDG LINE 

ROW 

MAX 5 

STORIES 

MIN 2 

STORIES 

GARDEN WALL REQ’D 

ON ANY UNBUILT RBL 

2 TO 3 FT REQ’D 

Height Specifications 

Siting Specifications 

8 FT 

BALCONY 

WIDTH 

SPEC. 

MIN 

5 FT MIN 

DEPTH 

BALCONY 

REQUIRED 

for Units in 

Upper Floors* 

FACADE 

FENESTRATION 

MAX 70% 

MIN 30% 

Elements Specifications 

ONLY 

NON-RETAIL 

RESIDENTIAL 

LIMITED LOBBY 

and OFFICES 

Use Specifications 

REAR/COMMON LOT 

LINES 5 TO 10 FT 

MIN 9 FT 4 IN 

CLEAR 

HEIGHT REQ’D 

36 IN 

MIN 

MIN 

12 FT 

CLEAR 

REQUIRED 

(RBL) 

STREET BUILDING LINE 

GARDEN WALL/PRIVACY WALL 

GARDEN WALL/PRIVACY WALL 

REQUIRED 

STREET BUILDING LINE 

(RBL) 

PRIVACY WALL REQ’D 

ON ANY UNBUILT 

Building Height 

Upper Story Height 

1. Principal building height is measured in STORIES. 1. The maximum floor-to-floor STORY HEIGHT limit 

for upper floors is 14 feet. 

2. Buildings shall be between 2 and 5 STORIES in 

height, except where otherwise noted here or in the 2. At least 80 percent of each upper STORY shall 

REGULATING PLAN. 

have at least 9 feet 4 inches clear (floor to ceiling) 

height. 

Parking Structure Height 

Mezzanines and Podiums 

No parking structure within the BLOCK shall exceed 

Mezzanines and podiums greater than 1/3 of the 

the EAVE height of any building (built after 2002) 

floor area footprint shall be counted as a full 

within 50 feet of the parking structure. 

STORY. 

GROUND STORY Height 

Other 

1. The GROUND STORY finished floor elevation of any Where any part of an AVENUE site is within 40 feet 

residential unit shall be no less than 36 inches above of a LOCAL STREET (or lesser) site or an existing 

the fronting sidewalk. 

single family use dwelling, the maximum height 

2. The maximum floor-to-floor STORY HEIGHT limit for for that portion is 32 feet to the EAVES or PARAPET. 

the GROUND FLOOR STORY is 24 feet. 

3. No less than 80 percent of the GROUND FLOOR 

STORY shall have at least 12 feet in clear height. 

located in an ancillary structure, enclosed in a 

rear-loading town-house garage, or in a below 

INTERIOR 

grade garage–on private property shall not be 

LOT LINE STREET Façade 

located within 25 feet from any RBL and shall be 

1. The STREET façade shall be built-to the RBL not screened from the STREET by a STREET WALL. 

GARAGE/ less than 10 percent of the overall RBL. 

2. Parking access shall be from an alley where 

PARKING 

present. Designated GARAGE ENTRIES and ALLEYS shall 

AREA 2. That portion of a façade that is required to be 

NOT 

be the sole means of automobile access to a site 

WITHIN built to the RBL shall be composed as a simple unless otherwise approved by the Zoning 

25 FT 

OF ANY plane (limited jogs less than 18 inches are 

Administrator with a recommendation from the 

GROUND considered a simple plane within this requirement) 

FLOOR 

ADMINISTRATIVE REVIEW TEAM. 

RBL interrupted only by porches, STOOPS, BAY WINDOWS, 3. Garage doors shall not face (be at an angle of 

FRONTAGE shopfronts, and BALCONIES. 

less than 90 degrees from the RBL or right of 

BUILDABLE AREA 

way) the RBL. 

4. These requirements are not applicable to onstreet 

parallel parking. 

Buildings shall occupy only the area of the LOT 

specified in the siting specifications of the BUILDING 

ENVELOPE STANDARD as buildable area. The diagram ALLEYS 

above provides a sample building footprint. No part On sites with no ALLEY access, there shall be a 25- 

of any building excepting overhanging EAVES and BES foot setback from the rear LOT line. 

permitted BALCONIES, BAY WINDOWS, STOOPS, and 

CORNER LOTS 

shopfronts shall encroach into the STREET beyond the 

RBL. No part of any building (excepting 

Corner LOTS shall be treated as having STREET 

overhanging EAVES, BALCONIES, STOOPS, and small and FRONTAGE on both the front and side streets (or 

unroofed garden structures) shall occupy the RBLS). 

remaining LOT area. The minimum open contiguous 

Unbuilt RBL, Rear, and/or COMMON LOT LINE 

area shall comprise at least 30% of the total 

Treatment 

BUILDABLE AREA and can be located anywhere within 

Any unbuilt RBL shall have a GARDEN WALL along it, 

the BUILDABLE AREA of the site. 

between 2 feet and 3 feet in height. Any unbuilt 

rear or COMMON LOT LINE that is located more than 

Side LOT Line 

15 feet behind the RBL may have a PRIVACY FENCE 

There are no required side setbacks unless shared along it that is 7 feet in height. 

with an existing single family house where an 8-foot 

setback is required. 

Other 

The BUILDING ENVELOPE STANDARDS for LOCAL SITES may 

be utilized on AVENUE SITES. 

Garage and Parking Entrances 

1. Any garage and/or parking areas for vehicles 

(autos, trailers, boats, etc.)–except where parking is 

FENESTRATION 

BALCONIES 

FENESTRATION shall be between 30 percent and 70 When provided, BALCONIES are required to be a 

percent of all RBL building facades (when measured minimum of 5 feet deep and 8 feet wide (except 

as a percentage of the area of each façade and where the RBL is within 8 feet of a right of way). 

STORY between 3 and 9 feet above the finished 

floor). Blank lengths of wall along any RBL façade 

of more than 20 linear feet are prohibited. 

GROUND STORY 

A GROUND FLOOR may include residential uses and medical, legal, insurance, philanthropic, real 

have small professional office, building lobby, or estate, banking and other offices which in the 

building manager’s/maintenance offices (each less judgement of the Zoning Administrator with a 

than 1,000 square feet). [Retail uses are permitted recommendation from the ADMINISTRATIVE REVIEW 

on a GROUND FLOOR where the underlying zoning is TEAM are of the same general character as those 

zoned commercial “C” or where properties are listed above may be located on the second floor. 

zoned “CP-FBC”.] 

Upper Stories 

Retail uses are not permitted on upper STORIES. 

However business and professional offices including 

Tools for Implementation: The Components of the Form-Based Code 

The Columbia Pike Form-Based 

Code was designed to foster a vital Main 

Street for its adjacent neighborhoods. It serves 

as a legal document that regulates land-development, 

setting careful and clear controls on 

building form–with broad parameters on building 

use–as a way to shape clear public spaces 

(good streets, neighborhoods and parks) with a 

healthy mix of uses. These prescriptions and 

parameters are set forth in several documents 

and renderings, including the Illustrative Plan, 

Regulating Plan, and Building, Street, and Architectural 

Standards, which are outlined below. 

The Illustrative Plan is the result of the public 

planning process; it shows the hypothetical 

buildout of the corridor, locating building footprints 

(new and existing), open spaces, and 

parking areas. 

The Regulating Plan (below) illustrates the required 

building line (RBL), the line along which 

all new development must locate a required percentage 

of its front wall. The Regulating Plan also 

identifies the street tree alignment line and the 

street frontage type for each street. Rather than 

establish permissive minimums such as setbacks, 

which can result in disorderly streetscapes that 

disrupt pedestrian continuity, regulating plans 

proactively lay out where new buildings must locate, 

which results in a continuous wall for the 

newly-formed urban room. 

There are four street frontage types identified 

on the Regulating Plans (Main Street Sites, Avenue 

Sites, Local Sites, and Neighborhood Sites). 

These frontage types are codified in the Building 

Standards, which articulate regulations for 

buildings constructed within a particular frontage 

type, such as height, placement, allowable 

architectural elements, parking location, and 

permitted uses. The goal of the Building Standards 

is the creation of a healthy and vital public 

realm through good street space. 

The Architectural Standards regulate the proportion, 

material, and configuration of such elements 

as building walls, roofs and parapets, 

windows and doors, and signage. The intent 

behind these standards is to utilize a discipline 

of form when designing new buildings in order 

to foster a coherent Columbia Pike aesthetic. 

The Street Standards ensure the coherence of 

the street network, demonstrating various criteria 

for reconfigured streets; these include how 

wide the streetspace (the distance between 

buildings) should be, how many lanes of traffic 

there should be, and where street trees and onstreet 

parking should be located. The goal is to 

establish an environment that encourages and 

facilitates pedestrian activity. 

C. BUILDING ENVELOPE STANDARDS: AVENUE SITES 

Height Specifications 

Siting Specifications 

Elements Specifications 

Use Specifications 



3.11

Columbia Pike Neighborhoods Plan 

Arlington, VA 


Project Area: Approx. 450 acres along a 

3.5 mile corridor 

Client: 

Arlington County 

Year Adopted 2012 

Website: columbiapikeva.us 


Existing conditions in the Central Pike area 

Proposed public improvements include the planned 

streetcar, generous planting areas for street trees, 

and a wide sidewalk. 

Residential areas along the Pike should differ in 

character from the mixed-use nodes; new streetoriented 

buildings are placed behind a small dooryard, 

completing the highly walkable streetscape. 

Central Pike area, showing transition from existing single family homes to greater density on the Pike. 

The Project 

The Columbia Pike Neighborhoods Area Plan is the final phase of the Columbia Pike Initiative, an effort 

begun in the late 1990s to build a safer, cleaner, more competitive and vibrant community. Dover-Kohl 

began working with Arlington County in 2002 on a plan focused on Columbia Pike’s commercial centers 

(called the Revitalization District Nodes), resulting in a Form-Based Code (FBC) that has helped to 

unlock development potential and encouraged new pedestrian-oriented, mixed-use development. In 

2010, the Dover-Kohl team began work on the Neighborhoods Plan, a second phase of planning for the 

residential areas surrounding the mixed-use nodes. The purpose of this Plan is to guide future public 

and private investment decisions to implement community goals such as enhancing the quality of 

life along the corridor, creating a pedestrian and bicycle-friendly community, supporting the planned 

streetcar investment coming to the Pike, and, importantly, sustaining a supply of housing to serve a 

community with a broad mix of incomes. Dover, Kohl & Partners is leading a consultant team including 

Ferrell Madden, Partners for Economic Solutions, UrbanAdvantage, and AECOM. 

The Process 

Public participation played a critical role in the creation of the Columbia Pike Neighborhoods Area 

Plan. The process was designed to be a collaborative effort, with many opportunities for feedback 

and interaction between the consultant team, County staff and Arlington community, so that the final 

policies and action items will reflect the goals and desires of the community. The first step was to 

conduct a preliminary economic and urban form analysis, including interviews and workshops with 

property owners, stakeholders and the community to gain better understanding of the economic dynamics 

facing development and preservation in the study area. In June 2011, a public charrette was 

held for the community to work in a hands-on, visual method with the consultant team to apply the 

knowledge gained through the preliminary analysis and to create a draft plan for the future of the 

greater Pike corridor. 

Status 

The Columbia Pike Neighborhoods Area Plan was adopted unanimously by the Arlington County Board 

on July 23, 2012. Work has begun on the accompanying Form-Based Code which will help achieve 

many goals of the Plan. 

3.12 


January 11, 2013

Visualizing a sustainable future for Columbia Pike residents 

Columbia Pike 

S. Greenbrier Street 

Columbia Pike 

S. Four Mile Run Drive 

Legend 

Neighborhoods Plan Study Area 

Revitalization District Node 

Parking Garage 

Existing Building 

Proposed Building 

Greens 

The above Illustrative Plan synthesizes community ideas and depicts a potential future physical build-out for the Neighborhoods Plan study area. The Plan 

identifies key opportunity parcels for potential redevelopment and conservation, and illustrates key planning concepts identified during the June 2011 charrette. 

The Columbia Pike Neighborhoods Plan contains 

illustrative plans and visualizations that depict 

the community’s goals applied to actual properties, 

streets, and public spaces. In this manner, 

the feasibility of achieving the established goals 

was analyzed, and community members could 

evaluate if the goals were appropriate to achieve 

their vision. For example, in the future, what 

physical form should the residential areas of the 

Pike have in order to emphasize transitions to 

and from the mixed-use centers? What increases 

in density make achieving the plan’s goal for retaining 

or replacing affordable housing feasible, 

and what physical form would it take? Where 

should small interventions be permitted on sites 

identified as historic? Where are new street connections 

needed, and what do they look like? 

New mixed-use buildings could be placed along Columbia Pike (across the street from the existing 

Revitalization District Node), framing a new pedestrian-oriented street and the view to the existing historic 

apartments beyond. 

Left, Barcroft Apartments, existing conditions, 2011 



3.13

Housing Authority Asset Management Strategy 

Albany Housing Authority, NY 

PES led a multi-disciplinary team to develop an Asset Management Strategy for the Albany 

Housing Authority. The Albany Housing Authority requested a review of its existing 

housing portfolio to better understand the potential for redevelopment and gaps in product 

offerings. The PES consultant team assessed market and physical conditions through site 

inspections and meetings with property managers, residents and public officials. The team 

worked together to create a cohesive set of strategic actions for promoting the productive 

use of AHA’s existing portfolio and to set priorities among AHA properties for competitive 

stimulus funding under the American Recovery and Reinvestment Act (ARRA). Considered 

were strategies to better connect AHA properties with the surrounding neighborhoods and 

green investments to improve energy efficiency. The team explored management strategies 

and better use of performance measures. Long-term financial strategies include mixedfinance 

redevelopment and tapping of new revenue sources. 

In an earlier study, Anita Morrison evaluated potentials for redeveloping the Steamboat 

Square high-rise building with a HOPE VI grant. She analyzed market demand and 

conducted focus groups with area residents to test the potential demand for historic 

condominiums in South Albany. 

Transportation Financing Strategies 

Maryland-National Capital Park and Planning Commission 

Like many jurisdictions, Prince George’s County is facing major funding shortfalls for road 

construction and maintenance. Traditional gas tax funding has not kept pace with the 

needs. The County’s Adequate Public Facilities Ordnance requires that developers improve 

intersections and roads impacted by new development; however, that is not sufficient to 

deal with the full range of impacts on the overall transportation networks. PES conducted 

a literature search and prepared case studies of alternative approaches to transportation 

finance. Among the tools evaluated were mileage-based fees, congestion pricing, 

assessment districts, impact fees and value capture (e.g., tax-increment financing). Case 

studies of financing tools used in Portland, OR; Montgomery and Howard counties, MD; 

Broward County, FL; and DeKalb County, GA provided insights into the details of different 

funding tools and implementation approaches. PES also examined the differential impacts 

on County transportation maintenance costs of residential developments at varying 

densities. 

Downtown Durham Market Assessment and Development Strategy 

Downtown Durham, Inc. 

As part of a multi-disciplinary team, PES assessed market demand and development 

potentials in Downtown Durham, NC and helped to develop a retail strategy. The strategy 

built upon the growing base of quality restaurants with support for local entrepreneurs. 

Specific strategy elements included clustering retail uses, tapping visitors to specialty 

events, festivals and the arts, tenant attraction and retention, broker incentives, public 

realm improvements, wayfinding and branding. 

3.14 

Crescent District Form- Based Code 

City of Leesburg, VA 

2 

Dover, The Kohl Crescent & Partners District et aladjoins Leesburg’s historic downtown area and incorporates extensive 

auto-oriented retail and industrial sites. The City adopted a small area plan that called January for 11, 2013 

transition of the district to a pedestrian-friendly, mixed-use neighborhood with expansion 

and reinforcement of the street grid, rezoning and long-term redevelopment. Anita 

Morrison worked with LSL Planning and Ferrell Madden Associates to develop an

Allegheny Riverfront Green Boulevard Plan 

The Urban Redevelopment Authority of Pittsburgh and Riverlife 

PES recently completed working as 

part of a multi-disciplinary team on a 

plan to convert a rail right-of-way to 

a green, multi-modal boulevard along 

the Allegheny River in Pittsburgh. 

Funded by a Partnership for 

Sustainable Communities award 

from the federal government, the 

plan addressed revitalization 

opportunities for a 6.5-mile stretch from the Strip District adjacent to Downtown out to the 

62 nd Street Bridge. Included was a focused mixed-use redevelopment plan for former 

industrial properties between 43 rd and 48 th streets. PES tested the market for new 

residential and commercial development, including potentials for robotics companies 

associated with the National Robotics Engineering Center of Carnegie Mellon University. 

The goal is to connect this portion of the Lawrenceville community with the riverfront, long 

blocked by industrial uses. The introduction of new riverfront amenities, open space and 

trails for pedestrians and bikes will support renovation of existing housing and commercial 

facilities within the larger community. PES prepared financial models to test project 

feasibility and developed public/private/non-profit investment strategies to implement and 

fund the plan. 

Incentive Zoning Analysis 

Montgomery County Planning Department, MD 

PES has provided real estate advisory services to Montgomery County, MD’s Planning 

Department for four years. As the County moved to adopt a new Commercial-Residential 

zone that encouraged higher-density development at transit locations, PES prepared an 

extensive financial analysis to test the impact of the new zoning. The incentive zoning 

approach establishes a base zone of 0.5 FAR and then allows developers to qualify for 

density bonuses based on provision of desired amenities. The zone encourages mixed-use 

development near transit stations; inclusion of affordable and workforce housing, child and 

adult care centers, community facilities; improvement of pedestrian connections to transit 

and business centers; green sustainable development; provision of public open space; 

structured parking at reduced ratios; and quality design. PES and our subconsultants 

assessed the cost of meeting each criterion for bonus density. PES then used pro forma 

financial models to test the financial impact of the zoning provisions on prototypical 

developments on three different sites and compared it to development under the existing 

zoning code. This analysis was used to reassure developers, land owners and the County 

Council that the new zoning category would not reduce potential returns from development. 

3 



3.15

State Center Transit- Oriented Development 

Maryland Department of Transportation 

Anita Morrison and Abigail Ferretti worked with the Maryland Department of 

Transportation on a major public/private venture to replace the existing obsolete State 

office complex in Midtown Baltimore. Sited in a pivotal location between light rail, subway 

and Amtrak stations, the 1960s development separates nine neighborhoods from key 

transit stations; its single-purpose use leaves the area desolate after dark and on weekends. 

Prior to founding PES, Abigail helped to develop the initial redevelopment concept in 

collaboration with stakeholders and the community. She helped to draft the developer 

Request for Qualifications and then evaluated the development proposals, conducting the 

due diligence review and working with the selection committee. The public and private 

development partners have designed a mixed-use, mixed-income project that leverages the 

State’s investment in new office space so as to enliven an important part of the city, 

enhance the pedestrian links between adjoining neighborhoods and transit stations and 

encourage transit use. Included are 1.9 million square feet of State and private office space, 

250,000 square feet of retail space, 1,400 mixed-income rental and for-sale housing units 

and support parking. We represented MDOT and the State of Maryland in analyzing, 

revising and negotiating the project pro forma financial plan and in briefing the Governor’s 

and legislative staffs. 

Transportation Financing Strategies 

Maryland-National Capital Park and Planning Commission 

Like many jurisdictions, Prince George’s County is facing major funding shortfalls for road 

construction and maintenance. Traditional gas tax funding has not kept pace with the 

needs. The County’s Adequate Public Facilities Ordnance requires that developers improve 

intersections and roads impacted by new development; however, that is not sufficient to 

deal with the full range of impacts on the overall transportation networks. PES conducted 

a literature search and prepared case studies of alternative approaches to transportation 

finance. Among the tools evaluated were mileage-based fees, congestion pricing, 

assessment districts, impact fees and value capture (e.g., tax-increment financing). Case 

studies of financing tools used in Portland, OR; Montgomery and Howard counties, MD; 

Broward County, FL; and DeKalb County, GA 

5 

provided insights into the details of different 



densities. 

3.16 

Dover, 

Downtown 

Kohl & Partners 

Durham 

et al 

Market Assessment and Development Strategy 





built upon the growing base of quality restaurants with support for local entrepreneurs.

Downtown Development District Zoning 

DC Downtown Partnership 

Anita Morrison provided financial analysis in 

support of negotiations for a new Downtown 

Development District in Washington, DC in the 

late 1980s. The Downtown Partnership brought 

together developers and City officials to support 

redevelopment and revitalization of Downtown 

Washington. The City was contemplating 

Transportation Financing Strategies adopting new zoning provisions to encourage 

Maryland-National Capital Park and development Planning Commission of a more diverse mix of uses. 

Like many jurisdictions, Prince George’s County Incentives is facing such major as bonus funding density shortfalls and Transfer for road of 

construction and maintenance. Traditional Development gas tax funding Rights has (TDR) not kept were pace proposed with the to 

needs. The County’s Adequate Public Facilities compensate Ordnance property requires owners that and developers developers improve for 

intersections the incremental and cost roads of impacted developing by housing, new development; retail space, however, department that is stores, not sufficient and arts to and 

deal cultural with uses the full as well range as of preserving impacts on historic the overall and small transportation buildings. networks. Her financial PES modeling conducted 

a helped literature to determine search and the prepared trade-offs case between studies by-right of alternative office development approaches to and transportation 

the uses desired 

finance. for a living Among downtown. the tools Working evaluated with were a roundtable mileage-based of public fees, and congestion private pricing, sector 

assessment representatives, districts, she impact helped to fees develop and value the specific capture zoning (e.g., tax-increment provisions that financing). established Case the 

studies TDR formula of financing and the tools scale used of in bonus Portland, densities. OR; Montgomery and Howard counties, MD; 

Broward County, FL; and DeKalb County, GA provided insights into the details of different 



densities. 

Downtown Durham Market Assessment and Development Strategy 




built upon the growing base of quality restaurants with support for local entrepreneurs. 

Specific strategy elements included clustering retail uses, tapping visitors to specialty 

events, festivals and the arts, tenant attraction and retention, broker incentives, public 

realm improvements, wayfinding and branding. 

Crescent District Form- Based Code 

City of Leesburg, VA 

The Crescent District adjoins Leesburg’s historic downtown area and incorporates extensive 

auto-oriented retail and industrial sites. The City adopted a small area plan that called for 

transition of the district to a pedestrian-friendly, mixed-use neighborhood with expansion 

and reinforcement of the street grid, rezoning and long-term redevelopment. Anita 

Morrison worked with LSL Planning and Ferrell Madden Associates to develop an 

implementation strategy based on a new Form-Based Code for the Crescent District. Her 

role was to provide the economic and market framework for the plan, to evaluate the 

planning concepts from a market standpoint and to recommend implementation 

approaches. 

6 



3.17 

8

U Street Plan 

District of Columbia Office of Planning 

Washington’s U Street has a rich history as Washington’s “Black Broadway” and a hub of 

African American culture, education and businesses for more than a century. Following the 

1968 riots, much of the commercial area declined. The 

opening of Metro’s Green Line with two transit stations 

along the corridor as well as long-term revitalization 

efforts associated with the District’s construction of the 

Reeves Municipal Center on 14th Street, N.W. have 

spurred renewed investment and development along U 

Street. Anita Morrison and Abigail Ferretti led a team 

of development, architecture, entertainment and retail 

specialists to explore development opportunities for four 

key development sites while working for another 

consulting firm. The team recommended a series of 

actions, strategies and improvements to generate 18- 

hour activity themed to celebrate the culture, history and 

future of African Americans linked to U Street, link 

attractions and activities along the corridor, revive the 

Howard Theatre, preserve historic sites and resources, 

and achieve a mix of commercial, cultural, 

entertainment, restaurant, retail and related service 

uses. Anita later reviewed developer proposals for 

Howard Theatre reuse. 

Progression Place, the centerpiece development at the Shaw/ Howard University Metro 

station, is currently under construction as a headquarters for the United Negro College 

Fund. The mixed-use project, developed by Four Points and Ellis Enterprises Development, 

also includes 47,000 square feet of LEED-Silver office space, 205 apartments and 20,000 

square feet of retail space. 

7 

3.18 


January 11, 2013

pact of the 48x48x48 process is an estimated $1 

million dollars. 

48x48x48 - Oyster Bay, NY 

LOCAL FOOD 

& COMMERCE 

Type: Tactical Urbanism Action Plan 

Size: One block 

Status: Complete 

A myriad of interrelated challenges currently face 

Long Island’s suburbs. From smart growth zoning 

obstacles, to a lack of infrastructure investment, 

to brain drain, the solutions require an immense 

amount of regional coordination. 48x48x48 is a 

replicable, community building process targeting 

opportunity areas at three time scales: hours, 

weeks, and months. Inspired by the inefficiency of 

conventional planning and implementation processes, 

48x48x48 emphasizes immediate action 

through cooperative community participation. 

Alongside DoTank, Street Plans worked with the 

Oyster Bay Main Street Association to empower 

local residents to restructure the way they understand 

the social and physical fabric of their community. 

AUDREY AVE 

WHAT IS 48x48x48? 

Culture change does not need 

to wait for millions of dollars in 

investment. Culture change can 

start now by taking action now. 

48x48x48 is a replicable, 

community building process 

targeting opportunity areas at 

three scales of time: hours, 

weeks, and years. Inspired by 

the inefficiency of conventional 

planning and implementation 

processes, 48x48x48 emphasizes 

immediate action through 

cooperative community 

participation. 

The 48x48x48 process starts with 

an intense 48 hour intervention at 

the scale of the city block. During 

OYSTER BAY, 

LONG ISLAND, NY 

AUDREY AVE 

the first 48 hours, temporary 

improvements are rapidly 

installed and open strategic 

planning sessions are hosted 

within on-site ‘laboratories.’ 

The short term physical 

improvements and the broader 

conversations they inspire not 

only help the community realize 

what’s possible, but actually 

kick-start the long process of 

creating permanent change. 

Thus, in 48 hours there is a call 

to arms to DO. In 48 weeks, 

strategies for achieving shortterm 

benefits and long-term 

goals are implemented. In 48 

years, a vision is achieved. 

SCALE 

1 IN = 750 FT 

TABLES & SEATING 

UMBRELLAS 

WATER FEATURES 

PLAY SAND 

GREENSPACE 

SUN SAIL 

POP-UP CAFES 

POP-UP MARKETS 

EVENT SPACE 

SCALE 

1 IN = 120 FT 

TRANS- 

PORTATION 

SOCIAL 

& CIVIC 

PUBLIC 

SPACE 

48 48 

HOURS WEEKS 

48 

YEARS 

WHY DID WE DO IT? 

A myriad of interrelated challenges 

currently face Long Island’s 

suburbs. From zoning obstacles, 

to a lack of infrastructure 

$ 

investment, to brain drain, the 

solutions require an immense 

amount of regional coordination. 

LACK OF AUTOMOBILE 

HOUSING CHOICE DEPENDENCY 

However, one of the largest 

opportunities to address these 

issues is through empowering 

local residents to create plans 

for restructuring the way they 

understand the social and physical 

fabric of their community. The 

48x48x48 framework is designed BRAIN DRAIN OF ECONOMIC 

LOCAL TALENT DOWNTURN 

to expose this opportunity in a 

way that is flexible and crossdisciplinary. 

In the village of Oyster Bay, 

we chose four specific areas 

of opportunity: Local Food & 

Commerce, Transportation, Social UNSUSTAINABLE LACK OF 

LIFESTYLES PUBLIC SPACE 

& Civic, and Public Space. 

Here’s the secret: when 

they are actually formulating a 

community leaders self-organize powerful framework for longterm 

permanent changes! 

for what seems to be short-term 

improvements with feasible goals, 

AUDREY AVENUE: 

JUNE 12 TH & 13 TH 2010 

Once the bustling gateway into During the 48 hour intervention, 

downtown Oyster Bay, Audrey held on June 12th and 13th 

Avenue is home to the town’s 2010, our team created two 

post office, town hall and a “pop-up” stores in vacant 

Long Island Railroad station. spaces, organized local 

Today, Audrey Avenue is void of workshops and classes 

activity—economically, physically, held by local businesses and 

and socially. It is littered with organizations, attracted mobile 

vacant store fronts, struggling food vendors and a farmers 

businesses, and contains virtually market, and took steps towards 

no public space amenities. creating permanent regional 

attractions, such as the Oyster 

In Oyster Bay, we found a group of Bay Railroad Museum. 

highly motivated local partners 

ready to take on the challenge of Our 48 hour intervention 

improving their public realm. The concluded with a wrap-up 

48x48x48 process was conceived session with community 

and used to create a collaborative leaders — many of whom had 

downtown demonstration project, never previously collaborated 

transforming Audrey Avenue into a — committing to action plans 

vibrant, active, pedestrian-oriented for the next 48 weeks to move 

place. 

towards a 48-year vision. 

The 48x48x48 process targeted Audrey Avenue, 

Oyster Bay’s civic heart, to demonstrate that 

meaningful change need not cost millions of dollars. 

During the 48-hour intervention, held on 

June 12th and 13th 2010, the team created two 

“pop-up” stores in vacant spaces, organized local 

workshops and classes held by local businesses 

and organizations, attracted mobile food vendors 

and a farmers’ market, and took steps towards creating 

permanent regional attractions, such as the 

Oyster Bay Railroad Museum. 

An immediate result of the 48x48x48 process is 

that the pop-up Farmers’ market - the first ever 

in downtown Oyster Bay - became permanent 

within a month. Two vacant storefronts were 

leased soon thereafter, and resident Billy Joel, 

who attended the action planning event, decided 

to renovate and lease the largest of vacant buildings 

for his antique motorcycle collection, which 

has become a regional attraction. According to 

the Main Street Association, the economic impact 

of the 48x48x48 process is an estimated $1 




3.19



Tactical Urbanism: Vol. 1 + 2 

Improving the livability of our towns and cities 

commonly starts at the street, block, or 

building scale. While larger scale efforts do 

have their place, incremental, small-scale efforts 

often serve as a stage for more substantial 

long-term investments. This approach allows 

a host of local actors to test new concepts before 

making substantial political and financial 

commitments. Sometimes sanctioned, sometimes 

not, “tactical urbanism” projects are defined 

by the following five characteristics: 

Tactical 

URBANISMBETA 

tac·ti·cal 

adj: \tak-ti-kəl\ 

1. of or relating to small-scale actions serving a larger purpose 

2. adroit in planning or maneuvering to accomplish a purpose 

Short Term Action | | Long Term Change 

• A deliberate, phased approach to instigating 

change; 

• The offering of local solutions for local planning 

challenges; 

• Short-term commitment and realistic expectations; 

• Low-risks, with a possibly a high reward; and 

• The development of social capital between 

citizens and the building of organizational capacity 

between public, private, and non-profits 

sectors. 

The Tactical Urbanism publication series is 

researched and published by Street Plans 

with the help of several contributors. The latest 

Tactical Urbanism guide documents two 

dozen case studies and provides background 

and insight on the converging trends behind 

this fast growing, action-oriented city-making 

movement. Together, the two guides have covered 

widely in the media and downloaded or 

viewed online more than 100,000 times. 

Always free and available online, Volume 2 is 

now available in Spanish and Volume 3 will be 

available in early 2013. 

3.20 


January 11, 2013



Denver, CO 

Brighton Boulevard 

FHWA Context-Sensitive 

Technical Assistance Plan 

Type: Corridor Tactical Urbanism Plan 

Size: 1.35 linear miles 

Status: Plan complete 

Phase 0. Existing Conditions 

3) RECoMMENDATIoNS 

On behalf of the Federal Highway Administration, 

Street Plans joined Project for Public Spaces 

in providing technical assistance to the City of 

Denver in the re-design of Brighton Boulevard. 


Phase 1. Short-term: Special Event 

CSS Champions Brighton Boulevard: Managing Traffic while Creating Place 33 

Brighton Boulevard is the primary corridor between 

downtown Denver and Interstate 70, and 

is characterized by fading industrial land uses 

and an auto-dominated transportation infrastructure. 

To combat these conditions, the City 

of Denver re-zoned the corridor and surrounding 

neighborhood for more intensive, mixedused, 

transit-oriented development. Supporting 

this vision is the planned arrival of a new streetcar 

and a regional commuter rail line, adding 

multiple stations along and within close proximity 

to the corridor. 

34 CSS Champions Brighton Boulevard: Managing Traffic while Creating Place 

Phase 2. Medium-term: Basic Infrastructure 


With the goal of moving the city’s vision forward 

quickly, Street Plans and the Project for Public 

Spaces provided public involvement workshops, 

corridor planning, and urban design services. The 

project team also offered a short-term “tactical 

urbanism” implementation plan recommending 

the use of short-term interventions and events 

to activate the area, test various street design 

configurations, and build support for larger, 

long-term investments. Phase 1 demonstrates 

how the use of food trucks, movable planters, 

cafe seating, and other low-cost elements could 

accompany temporary eventd designed to measure 

possible design configurations and attract 

the interest of the private sector. 


Phase 3. Long-term: Vibrant Community 

CSS Champions Brighton Boulevard: Managing Traffic while Creating Place 35 

36 CSS Champions Brighton Boulevard: Managing Traffic while Creating Place 



3.21



Bayfront Parkway 

Type: Tactical Urbanism Pop-Up Park 

Size: 3/4 acre 

Status: Complete 

Transforming Biscayne Boulevard’s six median 

parking lots into a green doorstep for downtown 

Miami has been planned and discussed for many 

years. However, until recently action had never 

been taken. 

Bayfront Parkway was a one-week “living rendering” 

designed and organized by Street Plans to 

allay fears about loss of parking and demonstrate 

how the underutilized parking lots could be transformed 

into a viable public space. Using a small 

grant, Street Plans convened nearly 30 downtown 

stakeholders to support and contribute to the 3/4 

acre project, which was built in less than a day. 

As built, the park not only provided a natural expansion 

of Bayfront Park, it also helped trafficcalm 

the 8-lane boulevard, which acts as a barrier 

between the park and the growing number of residents 

and businesses along Biscayne Boulevard. 

The “tactical urbanism” project brought thousands 

of people to the space, which was activated 

by planned and spontaneous activities throughout 

the week, including live music, yoga, food trucks, 

exercise equipment, and public seating. The project 

allayed fears about the loss of parking spaces, 

while also galvanizing the community in support 

of fast-tracking the permanent implementation of 

the park. 

Before: Six 100’ wide, parking-filled medians separate 

downtown Miami from Bayfront Park. 

After: Implemented in just a few hours, Bayfront Parkway 

added needed park space in downtown Miami. 

3.22 


January 11, 2013

TOWN CENTER STRATEGIC PLAN 

TOWN OF BIG FLATS 

CHEMUNG COUNTY, NEW YORK 

The Laberge Group, in partnership with Synthesis LLP was 

commissioned by the Town to develop a Town Center Strategic Plan 

for the hamlet of Big Flats. The purpose of the plan was to formulate a 

vision for the revitalization of the Town Center in order to capitalize on 

the areas unique assets, such as its intimate pedestrian friendly setting, 

and linkages to the local and regional transportation network to 

encourage sustainable mixed use development. 

Research and field surveys provided documentation for the physical 

conditions of the existing transportation system, while gathering 

demographic statistics and market research provided the background 

for a socio-economic analysis of the area. A detailed look at the 

existing land use and zoning in the target area, as well as the physical 

conditions of public infrastructure, housing, community facilities and 

other key buildings also provided the community with a 

comprehensive understanding of the Town Center needs. 

An important aspect of the planning process was the public outreach 

process which included open Advisory Committee meetings, 

stakeholder interviews, and a public design charrette. The charrette 

process included a public tour of the target area to examine different 

aspects of the Town Center. Following the tour, participants were 

encouraged to discuss their observations and brainstorm about what 

improvements should be made to the Town Center. The results of the 

public process lead to the development of a Conceptual Development 

Plan that focused on the following: 

Encouraging optimal reuse and redevelopment of vacant sites and 

underutilized buildings in the target area; 

Enhancing the image by improving the public realm and 

establishing visually appealing gateways; 

Creating physical links between community facilities, parks and 

businesses to encourage pedestrian activity; 

Diversifying the retail and residential mix to appeal to visitors and 

residents alike and encourage a business friendly environment, and 

Addressing traffic issues by reconfiguring certain intersections, 

building new thru street connections and installing sidewalks, 

trails, crosswalks and curbing. 

Contact: Theresa Dean, Supervisor, Town of Big Flats 

at (607) 562-8443 

ENGINEERING ARCHITECTURE SURVEYING PLANNING 

Albany Office 

4 Computer Drive West 


January (518) 11, 458-7112 2013 Fax: (518) 458-1879 

clientservices@labergegroup.com 

www.labergegroup.com 

Utica Office 

5718 Cavanaugh Road 

Building a Tactical Revitalization Plan for Downtown Marcy, Albany, NY 13403 NY 

(315) 768-6220 Fax: (518) 768-2432 

3.23

COUNTYWIDE ECONOMIC DEVELOPMENT PLAN 

CHEMUNG COUNTY, NEW YORK 

Chemung County, located in New York State’s Southern Tier, is a predominately rural 

county comprised of 11 towns, 5 villages, and one city, Elmira. Between 2000 and 2003, 

Chemung County ranked 54th in population growth of New York State’s 63 counties. Like 

most areas of New York State, it has seen changes in the vitality of different business sectors, 

increased competition both nationally and internationally, and shifts in population 

demographics impacting workforces. 

Chemung County, through the leadership of the Southern Tier Economic Group, contracted 

with the Laberge Group to conduct a planning process and ultimately create the Chemung 

County Economic Development Plan. The intent behind the development of the Economic 

Development Strategic Plan was focused primarily on three objectives: 

Creating a plan that would reflect the needs, current priorities, and resources of the 

County; 

Identifying critical changes, challenges, and threats effecting the economy of the 

County; and 

Establishing an action plan that would effectively coordinate local efforts to improve 

economic conditions and reduce the financial burden of the community. 

Economic development has been defined as “creating and retaining community wealth 

which results in jobs, payroll, tax revenues and a 

higher per capita income”. The end result of economic 

development efforts should be to support “themes’ became the primary focus of planning efforts: 

In order to achieve success with these priorities, the following 

and enhance the quality of life for citizens through Business Retention and Expansion 

these criteria. The vision and purpose of this economic 

development strategic plan is to position 

Workforce Development 

Downtown Revitalization 

Chemung County, and ultimately the Twin Tiers 

Business Development & Marketing 

Region, as a preferred location for people to live 

and for businesses to locate. 

Community Resources & Promotion 

To achieve this vision, the following priorities were identified which will differentiate Chemung 

County from other communities by: 

Having the lowest property tax rates in New York State, albeit the northeast and mid- 

Atlantic region of the United States. 

Developing a Workforce Development System that delivers a regional workforce with 

skills in demand by area businesses. 

Sustaining an economic development delivery system that prioritizes the retention of 

businesses, complements existing business sectors, and promotes and supports entrepreneurs. 

Establishing and promoting Chemung County as a preferred location to live by people 

of every age, race, ethnic background, etc. 

Reducing the cost of energy to residents and businesses. 

STEG and the leadership of Chemung County see the Chemung County Economic Development 

Plan as a document with focus and direction. Successful communities change and 

adapt over time. So too should their economic development focus, plans, and strategies. 


3.24 

Albany Office 


Dover, Albany, Kohl NY 12205 & Partners et al 

(518) 458-7112 Fax: (518) 458-1879 



Utica Office 


Marcy, NY 13403 

(315) 768-6220 Fax: January (518) 768-2432 11, 2013

DOWNTOWN STRATEGIC PLAN 

CITY OF PORT JERVIS, 

ORANGE COUNTY, NEW YORK 

Laberge Group was retained to develop a Strategic Plan 

to provide the City of Port Jervis with the comprehensive 

revitalization “road map” and tools needed to implement 

development strategies and projects that will enhance the 

city‟s declining Central Business District. 

The planning process included an assessment of the needs 

of the city, a full economic and market analysis, in-depth 

community visioning and participation, and the 

identification of specific goals and actions for local 

government, businesses and citizens to work toward as a 

collaborative team. 

The strategic plan is now serving as a downtown business 

plan and provides the foundation for positive growth and 

change. This project was funded in part by the 

Governor‟s Office for Small Cities. 

This project was selected for the 2004 Outstanding 

Planning Award in the Comprehensive Planning Category 

by the Upstate New York Chapter of the American 

Planning Association. 

Contact: Kathy Hendrickson, Director Port Jervis 

Community Development Association (845) 858-4027 


Albany Office 



January (518) 11, 458-7112 2013 Fax: (518) 458-1879 



Utica Office 



(315) 768-6220 Fax: (518) 768-2432 


3.25

LAKEFRONT MANAGEMENT AND 

DEVELOPMENT STRATEGY 

VILLAGE OF WATKINS GLEN 

SCHUYLER COUNTY, NEW YORK 

In 2009, the Laberge Group was commissioned by the Schuyler 

County Partnership for Economic Development (SCOPED) to develop 

the Village of Watkins Glen Lakefront Management and Development 

Strategy. Watkins Glen is situated at the southern tip of Seneca Lake, 

in the heart of the Finger Lakes region of New York State. 

The great waterfronts of the world share a stubborn insistence on 

quality design with a vision for grand public spaces that are often 

attached to neighborhoods that act as a intimate places to escape the 

crowds. Through this Strategy, Watkins Glen hopes to capture “the 

magic” of waterfronts and to pave the way for a new vision that builds 

on the Village’s history and unique character. 

Implementation of the Strategy will allow the Village to not only 

imagine itself as a place where living, working and playing are linked 

to the unique natural resource of Seneca Lake, but to consider the 

possibility that this resource can be experienced as a continuous 

waterfront system. From vibrant public spaces, fresh-water beaches, 

tree-lined, and pedestrian scaled trails, the waterfront vision will 

achieve a future new image that is a priceless asset, capable of 

generating an immeasurable return for generations to come. As a result, 

five focused elements with specific goals and strategies were created 

for the Village. These five focused elements included: 

Physical Improvements (Seneca Lakefront Improvements, 

Clute Park/Tank Beach Improvements, and Seneca Canal 

Improvements) 

Access & Connections (Regional Access, Local Access & 

Improvements, and Water Transportation Improvements) 

Signage & Streetscape (Signage, Streetscape, and Design 

Guidelines, Site Planning & Land Use Regulations) 

Economic Development (Tourism, Recreational & Cultural 

Activities, Economic Development Opportunities, and Land 

Use Recommendations) 

Sustainability & Environmental Quality (Reduce, Reuse & 

Recycle, Natural Resources, and Education & Policy) 

Contact: Brian Williams, Economic & Community Development 

Specialist at (607) 535-4341 

ENG INEERING A RC HITEC TURE SURV EYING PLANNING 

3.26 

Albany Office 


Dover, Albany, NY Kohl 12205 & Partners et al 

(518) 458-7112 Fax: (518) 458-1879 



Utica Office 



(315) 768-6220 Fax: (518) January 768-2432 11, 2013

KEY PROJECT STAFF 

Key Project Staff

K e y P r o j e c t S ta f f 

We have assembled a highly-qualified, multidisciplinary team of experts to complete the Tactical Revitalization Plan for Downtown 

Albany. Our team members have successfully collaborated on numerous previous assignments. Specific staff members who are 

anticipated to be assigned to the project by each firm and their role in the project are listed below; detailed resumes are on the 

pages that follow. 

Dover, Kohl & Partners 

town planning & community participation 

Victor Dover, FAICP, LEED-AP, CNU-A, Principal-in Charge: Consultant Team Leader, Town Planning 

Joseph Kohl, CNU-A, Principal: Town Planning 

Amy Groves, CNU, Senior Project Director: Organize Consultant Team, Daily Contact to Capitalize Albany Corporation, Town Planning 

James Dougherty, AICP, CNU, Director of Design: Lead Illustrator 

Justin Falango, AICP, CNU: Town Planning & Urban Design 

Partners for Economic Solutions 

market analysis, economic feasibility & implementation strategy 

Anita Morrison, Principal: Lead Economic Consulting 

Abigail Ferretti, Principal: Economic Consulting 

Daniel McGowan: Analyst 

The Street Plans Collaborative 

tactical urbanism implementation strategy 

Mike Lydon, Principal: Town Planning, Tactical Urbanism Strategy & Implementation 

Anthony Garcia, Principal: Town Planning, Tactical Urbanism Strategy & Implementation 

Laberge Group 

local liaison, planning & engineering services 

Ronald Laberge, P.E., Vice-President, Principal-in-Charge & Chief Engineer: Engineering Consulting 

Benjamin Syden, AICP, Director of Planning & Community Development: Local Liaison & Town Planning 

Nicole Allen, AICP, Project Manager: Local Liaison & Town Planning 

Stephanie Siciliano, AICP, Senior Planner: Town Planning 

Donald Rhodes , P.E. , Senior Engineer: Engineering Consulting 



4.1

Victor B. Dover, FAICP, LEED-AP, CNU-Accredited 

Principal 

Victor Dover was among the founders who established Dover, Kohl & Partners in 1987 and serves as 

Principal-in-charge. Along with his partner Joseph Kohl, Mr. Dover’s practice focuses on the creation 

and restoration of real neighborhoods as the basis for sound communities. Victor has personally led 

over 100 charrettes worldwide. He holds a Bachelor of Architecture degree from Virginia Tech and 

a Master of Architecture degree from the Suburb & Town Design Program at the University of Miami. 

Mr. Dover lectures widely around the United States and internationally on the topics of livable communities 

and sustainable development. 

Mr. Dover was cited by Architecture magazine as being among ‘‘the country’s best urban designers 

and architects.’’ Work by Dover & Kohl has been published in Southern Living, Urban Land, Metro 

politan Home, and featured on HGTV, National Public Radio, CNN’s Earthwatch, and in BusinessWeek 

magazine. Their projects are also profiled in a number of planning textbooks, including The New 

Urbanism by Peter Katz, Community by Design by Kenneth Hall, Sustainable Urbanism by Doug Farr, 

and Retrofitting Suburbia by Ellen Dunham-Jones and June Williamson. 

4.2 

Education 

Master of Architecture 

in Suburb and Town Design 

UNIVERSITY OF MIAMI 

Coral Gables, Florida 

Bachelor of Architecture 

VIRGINIA POLYTECHNIC INSTITUTE 

AND STATE UNIVERSITY 

Blacksburg, Virginia 

Professional Experience 

Principal, 1987 to present 



Exhibition Designer, 1985 

NATIONAL GALLERY OF ART 

Washington, DC 

Teaching 

Faculty, 2004 - present 

FORM-BASED CODES INSTITUTE 

Faculty, 1995, 1997, 2003 

MAYORS INSTITUTE ON CITY DESIGN 

Visiting Professor, 1988-1997 


School of Architecture 

Faculty, 1986 & 1991 

FLORIDA GOVERNOR’S SUMMER PRO- 

GRAM FOR ARCHITECTURE AND DESIGN 

1571 Dover, Sunset Kohl Drive &•Coral Partners Gables, et Florida•33143 al 

305.666.0446 vdover@doverkohl.com 

Victor Dover is former Chair of the Congress for the New Urbanism (CNU) and was the Founding Chair 

of the CNU Florida Chapter, the first of its kind. He is a CNU-Accredited Professional. He was a key 

player in the creation of the Form-Based Codes Institute and the National Charrette Institute, both 

leading think tanks for sustainable urbanism and community-based planning. Victor is a Fellow of 

the American Institute of Certified Planners. He serves on the core committee setting sustainable 

urbanism certification standards for the Leadership in Energy and Environmental Design for Neighborhood 

Development rating system (LEED-ND). Victor has successfully completed all portions of the 

Architectural Registration Exam. 

Service 

Chair, Congress for the New Urbanism (CNU), 2010 to 2012 

Vice Chair, Congress for the New Urbanism, 2008 to 2010 

Founding Chair, Florida Chapter, Congress for the New Urbanism (CNU Florida), 2004-2006 

Charter Member, Congress for the New Urbanism (CNU), 1993 to present 

Emeritus Board Member and Founding Board Member, National Charrette Institute, 2001 to present 

Board Director and Co-Founder, Form-Based Codes Institute, 2004 to present 

Paul Harris Fellow, Rotary International, 1996 

Assistant District Governor, Rotary Club of South Miami, 1998-1999 and President, 1996-1997 

Co-Chair, Administrative Council, First United Methodist Church of South Miami, 1997-1999 

Director, Jubilee Community Development Corp. (Miami District, United Methodist Church), 1994-1996 

Selected Lectures 

Opening Plenary, CNU 17, 2009, Denver, CO 

Florida Trust for Historic Preservation, 2009, Palm Beach, FL 

APA National Conference, 2009, Minneapolis, MN, and 2004, Washington, DC 

AARP/NAHB Livable Communities Award Ceremony, 2008, Washington, DC 

National Association of Home Builders, 2008, Orlando, FL, and 2004, Las Vegas, NV 

Australian Council for New Urbanism (ACNU), 2008 and 2005, Brisbane, Australia 

Urban Land Institute (ULI), ‘‘Reality Check,’’ 2007, Charleston, South Carolina 

USGBC Greenbuild international conference and expo, 2006, Denver, CO 

American Institute of Architects, 2005, Las Vegas, NV 

New Partners for Smart Growth Conference, 2005, Miami Beach 

The Princes Foundation, 2004, London, England 

Hawaii Congress of Planning Officials, 2003, Maui, HI 

Council on European Urbanism (CEU), 2003, Brussels & Bruges, Belgium 

The Seaside Institute, ‘‘The Florida Tapes,’’ 1998, Seaside, Florida 

AIA ‘‘21st Century Outlook’’ National Conference on Green Building, 1997, Miami, Florida 

American Public Transit Association, Transit Oriented Development, 1997, St. Louis, Missouri 

January 11, 2013

Joseph A. Kohl, CNU-Accredited 

Principal 

Joseph Kohl was among the founders who established Dover, Kohl & Partners in 1987. Concerned 

with ever increasing urban sprawl, Joe and Victor began designing sustainable streets, towns, and 

regions for municipalities and private clients across the country and internationally. Together, they 

have developed a successful public design process, combining cutting-edge visualization techniques 

with community participation strategies. 

Joe is recognized nationally as an innovator in urban design and graphic communication. He pioneered 

the use of computer imaging simulations for urban design projects, winning several national 

awards for his work. He is known for his expertise in applying graphic techniques to development 

ordinances, and he has authored many of the firm’s illustrated land development regulations. Joe 

is responsible for daily business operations and internal management of the firm. He oversees the 

firm’s urban design, working hands-on with the Town Planners to refine and constantly improve designs 

for walkable, sustainable urban places. 

Education 


in Suburb and Town Design 

UNIVERSITy OF MIAMI 



VIRGINIA POLyTECHNIC INSTITUTE 

AND STATE UNIVERSITy 

Blacksburg, Virginia 


Principal, 1987 to present 



Project Director, 1986-1987 

Image Transformation Laboratory 




Intern Architect, 1985 

WARD/HALL ASSOCIATES 

Fairfax, Virginia 

Teaching 



Visiting Professor, 1986-1991 



Faculty, 1986 

FLORIDA GOVERNOR’S SUMMER PRO- 

GRAM FOR ARCHITECTURE AND DESIGN 

Joe received his Bachelor of Architecture degree from Virginia Polytechnic Institute, where he also 

studied at their Washington-Alexandria Center for Architecture. He received his Master of Architecture 

in Suburb and Town Design from the University of Miami. Joe is a founding member of the 

Congress for the New Urbanism (CNU), the leading organization promoting walkable, neighborhoodbased 

development as an alternative to suburban sprawl, and is a CNU-Accredited Professional. Joe 

is also a founder and board member of the Form-Based Codes Institute, a not-for-profit think tank 

that focuses on quality control, education, and advancement of form-based codes as an alternative 

to Euclidean zoning. He serves as the Institute’s treasurer and he frequently instructs courses on 

the application and implementation of Form-Based Codes. Joe has also taught numerous design and 

media courses at the University of Miami. 

Service 

Trustee Member, Chamber South, 2008 

Treasurer, Form-Based Codes Institute, 2004 to present 

Member, Technical Review Committee, South Miami-Dade Watershed Plan, 2004-2006 

Design Expert/ Resource Team Member, Florida Public Officials Design Institute, 2002 

Charter Member, Congress for the New Urbanism, 1993 to present 

Board Member, Urban Environment League, 2003-2004 

Professional Design Advisory Board, Fairchild Tropical Garden, 1994-1996 

Selected Lectures 

‘‘Infill Development in the Urban Corridor, Miami to West Palm Beach’’ 

First South Florida Sustainable Building Conference and Exhibition 

‘‘Form-based Codes’’ 

Governor’s Annual Conference on Smart Growth, Atlantic City, New Jersey, 2005 

Florida APA Conference, Miami, Florida, September 1999. 

‘‘Retail Architecture and the Street,’’ 

Congress for the New Urbanism, Milwaukee, Wisconsin, June 1999 

‘‘Making complete neighborhoods’’ 

Jax Pride 1999, Jacksonville, Florida, March 1999 

Growth Management Shortcourse 

Florida Department of Community Affairs, Orlando FL, April 1996 

Public Interest Environmental Conference 

College of Law, University of Florida, Gainesville, Florida, March 1996 

1571 Sunset Drive •Coral Gables, Florida•33143 

January 305.666.0446 11, 2013 jkohl@doverkohl.com 


4.3

Amy Groves, CNU 

Project Director / Town Planner 

Amy joined Dover-Kohl in 2002. As a senior Project Director, she guides the work of the studio team 

to create visionary images and implementable plans using the principles of smart growth, sustainable 

planning, and traditional neighborhood design. Amy has participated in over 40 Dover-Kohl 

charrettes, functioning as both Project Director and Town Planner for downtown master plans, redevelopment 

plans and form-based codes, as well as new neighborhood and town plans. Amy’s education 

and professional practice in architecture and urban planning provides the perspective needed to 

understand complex planning challenges, and the ability to produce workable solutions at the scale 

of the building, neighborhood, city, and region. 

Amy received a Bachelor of Architecture from the University of Miami, and a Master of Urban and 

Environmental Planning from the University of Virginia. She is a member of the Congress for the 

New Urbanism (CNU), is certified by the National Charrette Institute as a charrette planner, and has 

participated in courses of the Form-Based Codes Institute (FBCI). 

4.4 

Education 

Master of Urban and Environmental Planning 

UNIVERSITY OF VIRGINIA 

Charlottesville, Virginia 





Town Planner and Senior Project Director, 

2002 to present 



Intern Architect, 2001-2002 

BRUCE R. WARDELL ARCHITECT, PC 

Charlottesville, Virginia 

Project Architect, 1999-2000 

MC HARRY AND ASSOCIATES 


Intern Architect, 1998-1999 

RODRIGUEZ ARCHITECTS, INC. 



305.666.0446 agroves@doverkohl.com 

Selected Projects 

THE TOWN’S BLUEPRINT FOR HISTORIC CHARLOTTE AMALIE, St. Thomas, USVI, 2011 

Amy served as Project Director for The Town’s Blueprint, a pilot project to demonstrate and test the 

application of a Form-Based Code (FBC) in the historic neighborhoods of Charlotte Amalie. The first 

step to creating the Code was conducting a multi-day public charrette to confirm the community’s 

vision for the future; this vision was then translated into new form-based regulations. The vision and 

code together, when adopted, can be used to guide future development in Charlotte Amalie. 

THE COLUMBIA PIKE NEIGHBORHOODS PLAN, Arlington County, Virginia, 2011 - 2012 

Amy serves as Project Director for The Columbia Pike Neighborhoods Plan, which will complete the 

final phase of Arlington County’s Columbia Pike Initiative. With the current national economic downturn 

making a slow recovery, the Columbia Pike community has been afforded a pause in growth, a 

time to evaluate recent changes and verify the direction in which the community wants to grow. Exciting 

enhancements in public infrastructure, including a new streetcar line are already underway. This 

plan seeks to identify those policies and initiatives that can be put in place to guide future growth and 

investment in the residential areas of the Pike corridor according to the community’s goals and vision. 

MARK CENTER MASTER PLAN, Alexandria, Virginia, 2009 - 2011 

Amy serves as Project Director for the Mark Center Master Plan, an example of Dover-Kohl’s work 

in designing sustainable infill/redevelopment strategies. In collaboration with Duany Plater-Zyberk 

& Company, Dover-Kohl is creating a Master Plan for the long-term redevelopment of The JBG Companies 

properties in the Mark Center area of Alexandria, Virginia. A public design workshop was 

conducted to investigate design options for the site; plans and illustrations demonstrate how the site 

can evolve over time to include a mixture of uses and a complete network of streets and open spaces. 

PLANNED MIXED-USE INFILL DISTRICT CODE, Sarasota County, Florida, 2007 

Amy served as Project Director for the creation of the Planned Mixed-Use Infill District, adopted by 

Sarasota County in August 2007. This Form-Based Code was crafted to promote sustainable, mixeduse 

infill neighborhoods in the county’s aging commercial corridors. 

PULELEHUA MASTER PLAN AND DEVELOPMENT STANDARDS, Maui, Hawaii, 2004 

Amy served as Project Director for the Pulelehua Master Plan. Dover-Kohl led a public design charrette 

to envision the future of these new neighborhoods, originally conceived as a means to provide a mixture 

of affordable and market rate housing so that people who worked in West Maui could also afford to 

live there. The resulting Master Plan and Development Standards exhibit a mixture of uses and building 

typologies, compact settlement form, connected open spaces, authentic Hawaiian character, and 

numerous sustainabilty measures. This project was featured in Sustainable Urbanism by Douglas Farr. 

COLUMBIA PIKE MASTER PLAN AND FORM-BASED CODE, Arlington County, Virginia, 2002 

Amy served as Town Planner for the Columbia Pike Master Plan, and assisted with the production of 

the Regulating Plan of the Form-Based Code. This plan and code for the Pike’s mixed-use centers is 

part of Arlington County’s Columbia Pike Initiative, which aims to introduce livable approaches to redevelopment 

and revitalization throughout the Columbia Pike corridor, preserving existing community 

character while improving the quality of new development. 

January 11, 2013

James Dougherty, AICP, CNU 

Director of Design 

James Dougherty is the Director of Design at Dover, Kohl & Partners. James has dedicated his career 

to helping communities envision and implement a more walkable, sustainable future. James began 

working with Dover-Kohl in 1996 and has since participated in over 120 design and form-based coding 

charrettes in the United States and abroad. James works closely with the firm’s Principals, Project 

Directors and Urban Designers to establish the design direction of each of the office’s projects. He 

participates in all aspects of the office’s work, including public involvement, development of master 

plans, regulating plans and form-based codes. James also specializes in the creation of many of the 

company’s three-dimensional illustrations, using a blend of hand-drawn and computer techniques. 

James holds a Bachelor of Architecture degree from Hampton University and a Master of Architecture 

degree from the Town & Suburb Design Program at the University of Miami, where he serves 

as an Adjunct Professor. He is certified by the American Institute of Certified Planners and by the 

Congress for the New Urbanism. James is an instructor with the Form-Based Codes Institute (FBCI), 

and has led numerous sessions at FBCI workshops. James has successfully completed all portions of 

the Architectural Registration Exam. 

Education 


Town and Suburb Design Program 




HAMPTON UNIVERSITY 

Hampton, Virginia 


Director of Design , 1996 to present 




MMM DESIGN GROUP 

Norfolk, Virginia 

Assistant Construction Superindendent, 1991 

PROJECT MANAGEMENT & DESIGN, INC. 

Virginia Beach, Virginia 

Teaching 



Adjunct Professor, 2006, 2012 




1571 Sunset Drive •Coral Gables, Florida•33143 

January 305.666.0446 11, 2013 jdougherty@doverkohl.com 

James’ graphics and visualizations illustrating sustainable urban design and form-based code principles 

have been published in over fifteen books. He co-curated the 2012 exhibit "The Art of the 

New Urbanism" featuring over 200 visualization artworks by leading practitioners of the New Urbanist 

movement. James was honored to receive the 2012 Congress for the New Urbanism Florida’s 

"Charles A. Barrett Memorial Award for Continuing Excellence in Architecture And Urban Design". 

Affiliations 

Member, American Planning Association, 2005 to present (AICP certification) 

Member, Congress for the New Urbanism, 2002 to present (CNU-A certification) 

Member, American Society of Architectural Illustrators, 2008 to present 

Awards of Excellence, Architecture in Perspective 24 and 25 competitions 

Lectures 

‘‘The Importance of Art and Illustration in the New Urbanism ’’ Lowe Museum, 2011, Miami, FL 

‘‘Brief History of American Urbanism,’’ ‘‘Brownfield and Greenfield Projects,’’ and 

‘‘Infill and Redevelopment Projects,’’ Form-Based Codes Institute, 2007-2012 

‘‘Neo-Traditional Design - Do’s and Don’ts,’’ Virginia Homebuilders Association, 2008 

‘‘Designing in Public - New Urbanist Charrettes,’’ Co-keynote speaker with Elizabeth Plater-Zyberk, 

American Institute of Architecture Students, South Quad conference, 2008, Miami, FL 

Publications of Illustrations and Writings 

Sustainable Urbanism and Beyond, Tigran Haas, 2012 

Sprawl Repair Manual, Galina Tachieva, 2010 

Retrofitting Suburbia, Ellen Dunham-Jones and June Williamson, 2009 

Form-Based Codes, Daniel G. Parolek, AIA, 2008 

Sustainable Urbanism, Douglas Farr, 2008 

Redesigning Cities: Principles, Practice, Implementation, Jonathan Barnett, 2008 

The Charrette Handbook, National Charrette Institute, 2006 

Getting to Smart Growth II, Smart Growth Network, 2003 

Urban Spaces No.3, John Dixon, 2003 

Mixed-Use Development Handbook, ULI, 2003 

New Urbanism: Comprehensive Report & Best Practices Guide, Robert Steuteville, 2003 

Greyfields into Goldfields, Dead Malls Become Living Neighborhoods, CNU, 2002 

PlaceMaking: Developing Town Centers, Main Streets & Urban Villages, C. Bohl, 2002 

Community by Design, Kenneth B. Hall and Gerald A. Porterfield, 2001 

New American Urbanism, John A. Dutton, 2000 


4.5

Justin L. Falango, AICP, CNU 

Town Planner 

Justin has been with Dover, Kohl & Partners since December 2005, and serves as both a project 

director and designer. He has been involved with over 30 design charrettes. His extensive 

work with master plans, form-based codes, and architectural design guidelines has helped many 

municipalities and developers ensure appropriate and sustainable new development. He has 

taught architectural design courses at the University of Miami School of Architecture, where he 

is also a frequent design critic. 

A Connecticut native, Justin received his Bachelor of Arts in Architecture from Lehigh University 

and holds two Master’s degrees from the University of Miami, one in Architecture and the other 

in Urban Design. He is certified by the American Institute of Certified Planners and is a member 

of the American Planning Association (APA), the Congress for the New Urbanism (CNU), the 

Institute of Classical Architecture, and has completed all exams required for licensing as an Architect 

in the State of Florida. Justin spent a year studying in Germany and is fluent in German. 

4.6 

Education 

Master of Urban Design 






Bachelor of Arts in Architecture 

LEHIGH UNIVERSITY 

Bethlehem, Pennsylvania 


Town Planner, 2005 to present 



Designer, 2005 

DUANY PLATER-ZYBERK & CO. 

Miami, Florida 

Investment Banking, 2000-2003 

DEUTSCHE BANK 

Boston, Massachusetts 


TJD ARCHITECTS 

Bridgeton, New Jersey 

Teaching 

Adjunct Professor, 2007 





305.666.0446 jfalango@doverkohl.com 

Selected Projects 

COLUMBIA PIKE NEIGHBORHOODS PLAN, Arlington, Virginia, 2012 

Justin serves as Project Director for the Columbia Pike Neighborhoods Plan, which will complete the 

final phase of Arlington County’s Columbia Pike Initiative. This plan seeks to identify those policies 

and initiatives that can be put in place to guide future growth and investment in the residential areas 

of the Pike corridor according to the community’s goals and vision. 

DENNIS PORT REVITALIZATION PLAN, Dennis, Massachusetts, 2010 

The Dennis Port revitalization planning effort focused on three primary nodes within town; the historic 

Village Center, the hotel resort area along Chase Avenue, and the summer cottage colony along 

Old Wharf Road. This plan is a road map and critical resource for directing appropriate growth. Justin 

focused his attention on the historic village center where he created a strategy for architecturally 

sensitive infill development. 

RIO GRANDE BOULEVARD CORRIDOR PLAN, Albuquerque, New Mexico, 2010 

Justin led a team of designers and transportation planners to create a vision for the future of a three 

mile stretch of Rio Grande Boulevard running through the heart of Albuquerque’s historic North Valley. 

The Rio Grande Corridor Master Plan seeks to create a more multi-modal, complete corridor 

while protecting the unique character of the area. 

OLD TOWN MASTER PLAN AND CODE, Bluffton, South Carolina, 2006 

In order to protect the historic character of Bluffton’s original square-mile Old Town and to promote 

appropriate infill development, Dover-Kohl created a Master Plan and Form-Based Code in 2006. 

Both the plan and code were adopted unanimously by the Town. Justin’s work with the code integrated 

both architectural and building form regulations which reflect the traditional local building 

patterns. Many new buildings have been constructed since the adoption of the code which attest to 

the success that the regulations have had in the community. 

Affiliations 

Member, Congress for the New Urbanism (CNU), 2003 to present 

Member, American Planning Association (APA), 2009 to present 

Member, Institute of Classical Architecture, 2002 to present 

Member, International Network for Traditional Building, Architecture & Urbanism (INTBAU), 2006 to present 

NCARB, all exams completed for architecture licensing in the State of Florida 

Lectures 

Dade Heritage Trust, Historic Preservation and Sustainability Conference, April 2008, Miami, Florida 

AIA Florida Conference, July 2006, Boca Raton, Florida 

January 11, 2013

“Bringing private real 

estate expertise to the 

public sector to support 

successful public/ private 

development.” 

35 Years of Experience 

Taught Market Analysis 

for the Master of 

Sustainable Real Estate 

Development program at 

Tulane University 

Master of Public Policy, 

University of Michigan 

Member Affiliations: 

Lambda Alpha 

International 

Urban Land Institute 

American Planning 

Association 

Volunteer Service: 

ULI Advisory Panels 

in Little Rock, AR, 

Paterson, NJ, 

Albuquerque, NM, 

Salem, OR and 

Oklahoma City, OK 

Long Branch Advisory 

Committee 

Anita Morrison, Principal 

Anita Morrison founded Partners for Economic Solutions after 

more than 30 years of economic and development consulting. 

During her career, Anita has specialized in public/private 

partnerships, real estate advisory services, redevelopment 

strategies and economic impact analysis. From large cities to 

small towns, she applies her understanding of real estate 

economic fundamentals to questions of development, 

redevelopment and smart growth. She helps decision makers 

and the community to understand how economics and land 

planning interact. Her market analysis helps to frame the 

scale, mix and pace of development. Financial analysis 

evaluates project feasibility, quantifies any funding gap and 

required investment, and assesses the potential for long-term 

returns. Fiscal impact analysis forms the basis for realistic 

and creative funding strategies and allows decision makers to 

evaluate the potential returns and risks associated with their 

investment. Anita is adept at incorporating these economic 

realities into workable solutions. 

She has assisted and represented a number of development 

agencies with major public/private partnerships, including the 

City of Charlotte, District of Columbia Deputy Mayor for 

Planning and Economic Development, the Pennsylvania 

Avenue Development Corporation, the Atlanta Development 

Authority, the Maryland Department of Transportation, the 

Fort Monroe Federal Area Development Authority, the Norfolk 

Redevelopment and Housing Authority, the Orlando 

Community Redevelopment Agency, the Armed Forces 

Retirement Home - Washington and the City of Dallas. In her 

12 years as real estate advisor to the Pennsylvania Avenue 

Development Corporation, Anita quantified the potential 

returns from redevelopment as the basis for disposition 

strategies that encouraged residential, retail and arts 

development. She evaluated development team proposals for a 

variety of projects, focusing on the financial feasibility of their 

proposals and the resulting return to the Corporation. This 

highly successful endeavor remade the face of “America’s Main 

Street”, attracting $1.7 billion in private investment. 

She worked with the Maryland Department of Transportation 

in structuring the public/private partnership for redevelopment 

of Baltimore’s State Center. This major transit-oriented 



9 

4.7

development will replace a dated and sterile single-purpose 

office district with a $500 million, 3.7 million square-foot 

mixed-use development that incorporates State and private 

office space; retail and entertainment facilities; market-rate, 

workforce and affordable housing; and extensive new public 

open space and streetscaping. Anita helped evaluate the 

project’s financial feasibility and need for public support and 

negotiate the agreement between the State and the 

development team. 

For Montgomery County, MD, Anita tested the financial 

impacts of a new Commercial-Residential zoning code designed 

to encourage redevelopment at White Flint and other transit 

station areas. She modeled the potential returns to developers 

and property owners, comparing the potential redevelopment 

under the new zoning code relative to that possible under 

existing zoning. As Principal of another consulting practice, 

Anita evaluated the fiscal impacts of a major new mixed-use 

development proposed for the Silver Spring Metro station. The 

Washington Metropolitan Area Transit Agency (WMATA) and 

the State of Maryland were jointly funding portions of this 

major public/private development and asked her to analyze the 

potential fiscal impacts to determine whether they warranted 

the investment being asked of the County. For major 

institutions and cultural facilities, including Johns Hopkins 

University, the University of Notre Dame, Northwestern 

University, the Shakespeare Theatre, Arena Stage and the 

Washington Opera, Anita has documented their fiscal and/or 

economic impacts. 

Anita has extensive experience in testing the potential for tax 

increment financing (TIF) of infrastructure and public 

amenities. In Washington, DC, she evaluated eight different 

neighborhood business districts and corridors in terms of their 

ability to attract new development and support TIF. Financing 

strategies were an integral part of her planning work for Rhode 

Island Avenue. She has prepared TIF analyses for Charleston, 

SC, Orlando Community Redevelopment Agency, Atlanta 

Development Authority, the City of Dallas, the Maryland 

Department of Transportation, and the Maryland Avenue 

project in Washington DC. 

4.8 


10 

January 11, 2013

“Working with clients to 

understand their unique 

circumstances and 

applying lessons learned 

from comparable projects 

to move forward.” 


Master of Business 

Administration, Loyola 

College 

Member Affiliations: 

Lambda Alpha 

International 

Urban Land Institute 


ULI Advisory Panel in 

Buffalo, NY for 

adaptive reuse of a 

historic hospital site 


St. Louis County, MO 

for the redevelopment 

of Jamestown Mall 


Baltimore, MD for 

Westside 

redevelopment 

JHU Odyssey Program 

Guest Lecturer 

Homeless Shelter 

services 

Abigail Ferretti, Principal 

As a founding principal of the firm, Abigail Ferretti focuses on 

managing the firm’s urban practice with an emphasis on 

revitalizing older communities. In all her work, she dedicates 

herself to finding the best available data that accurately 

portray current and potential development. She uses GIS 

extensively to inform the analyses of existing conditions, 

competitive projects and opportunities for new development. 

This relentless pursuit of actual data to build sound 

conclusions serves as a guiding principle for all PES projects. 

With 15 years of experience managing small and large 

redevelopment projects, Abigail is fully versed in a variety of 

approaches and strategies. Beginning with her work with 

streetscape and small business loans in Baltimore County 

business districts, she has extended her experience to include 

such commercial corridors as Washington, DC’s Georgia 

Avenue and Rhode Island Avenue, US Route 1 between 

Washington and Baltimore, and US 40 in Howard County, MD. 

In both urban and suburban business districts, her detailed 

analysis provides invaluable input to crafting realistic 

redevelopment plans that can succeed within the local market. 

Abigail prepared a detailed review of potential funding 

mechanisms for transportation improvements in Prince 

George’s County. She analyzed the tools used in Maryland and 

other jurisdictions to fund construction and long-term 

maintenance. That analysis included review of State law 

authorizing or constraining their use in Maryland. 

With the Maryland Department of Transportation, she has 

worked extensively in evaluating opportunities and planning 

for redevelopment in transit station areas, particularly 

commuter rail stations that offer access to downtown 

Washington and Baltimore. Her market analyses form the 

basis for station area plans and development strategies. 

Abigail served as the economic consultant on a multidisciplinary 

team, while working with another consulting firm, 

to develop a detailed plan for the Georgia Avenue corridor 

north from Howard University to Decatur Street, N.W, 

focusing on the catalytic Metro station redevelopment to 

upgrade the corridor. Her work included financial pro forma 



4.9

analyses for proposed mixed-use developments along the 

corridor. 

Abigail analyzes development projects’ financial performance to 

determine the need for public investment and the potential 

return available in return for that public support. In Arlington 

County, VA, her financial analysis demonstrated the feasibility 

of developer inclusion of affordable housing in return for 

additional project density. 

She works closely with stakeholders to understand their views, 

interests, concerns and resources so as to forge consensus on 

the plan and the implementation strategies. She is 

particularly skilled in helping community members and other 

stakeholders to understand market opportunities and 

constraints so that the plans are market-based and realistic. 

Abigail excels in public speaking and working with large 

groups to respond to questions and educate stakeholders at 

large about the economic realities of the project and 

environment. 

In her previous position with Baltimore County Department of 

Economic Development, Abigail worked extensively with the 

County’s small business assistance programs. Initially her 

work included technical assistance for the Chief Financial 

Officer, working closely with the small business loan fund 

committee. As a Revitalization Specialist, she focused on 

aiding the redevelopment of commercial revitalization 

corridors. 

4.10 


January 11, 2013

Bachelor of Science in 

Economics, 

Syracuse University 


Coordinated and 

managed an inner-city 

Youth Soccer Program for 

50 children ages 6-17 

Coached soccer in a 

Salvation Army afterschool 

program 

Daniel McGowan, Analyst 

Daniel McGowan provides data collection and analysis for 

market analyses, drawing on published demographic statistics 

and direct interviews with developers and leasing and sales 

agents. For a development strategy for Largo Town Center in 

Prince George’s County, Daniel prepared detailed demographic 

analyses and profiled competitive developments. He analyzed 

demographic and economic trends for an analysis of affordable 

housing at transit stations in Langley Park, MD, Alexandria, 

VA and Washington, DC. He provided similar analyses for a 

sustainable communities plan in Augusta, GA. 

Daniel conducted regression analyses on property-level data to 

test for the impact of proximity to a park on the value of 

commercial properties. In support of a transportation fiscal 

impact model, he researched the links between vehicles miles 

traveled and land use development patterns, which 

underscored the importance of compact development near 

transit stations. 

Daniel was a Division I soccer player and coached players in 

summer soccer camps. 




4.11

Mike Lydon, CNU-A 

155 Water Street, Floor 2 || Brooklyn, NY 11201 

mike@streetplans.org || 917.767.9850 

Select Professional Experience 

The Street Plans Collaborative, Principal || Brooklyn, NY, April 2009 - Present 

• Miami Beach, FL Bicycle Master Plan 

• Rio Grande Boulevard Corridor Plan, Albuquerque, NM 

• Trailnet Shift Your Commute Media Campaign, St. Louis, MO 

• 5401North Bikeway Plan, Raleigh, NC 

• Jean Lafitte, LA Town Resiliency Master Plan 

• Allentown, PA Bicycle and Pedestrian Improvement Plan 

• Miami, FL Bicycle-Friendly Community Designation Application 

• GrowSmart Rhode Island Bicycle and Pedestrian Circulation Trainings 

• Brighton Boulevard Context-Sensitive Plan and Technical Assistance, Denver, CO 

• The Open Streets Project 

• Westminster, CO 2030 Bicycle Master Plan 

• Plan El Paso, TX Comprehensive Plan 

• City of Miami, FL Health District Pedestrian and Bicycle Study 

• SmartCode Bicycle Module Calibration, Fitchburg, WI 

• Oyster Bay, NY 48x48x48 Action Plan 

• Bicycle City Master Plan, Gaston, SC 

• Downtown Vision and Corridor Master Plan, Brunswick, ME 

• Denis Port, MA Master Plan 

• Damariscotta, ME Heart and Soul Master Plan 

• Miami, FL 2030 Bicycle Master Plan 

• Miami, FL Bicycle Action Plan 

Duany Plater-Zyberk and Company, Urban Planner || Miami, FL, May 2006 – April 2009 

• Miami 21 Form-Based Code, Miami, FL 

• Cottonwood Mall Suburban Retrofit Master Plan, Holladay, UT 

• Federal City Base Redevelopment Plan, New Orleans, LA 

• Gulfport, MS Master Plan 

• Lifelong Communities Plan, Atlanta, GA 

Get Downtown Program, Program Assistant || Ann Arbor, MI, September 2005 –April 2006 

• Assisted the Program Director with developing, coordinating and maintaining a 

bicycle, walking, and bus transportation program for the City of Ann Arbor. 

Education + HONORS 

• Selected as one of thirty-four Next American City Urban Vanguard, 2009 

• University of Michigan, Masters in Urban Planning, Physical Planning and Urban Design 

Concentration, 2007. 

- Co-President of the Urban Planning Student Association (UPSA) 2006-2007. 

• EDAW Inc., Transit-Oriented Development Research Fellow, November 2006 – August 2007 

• CNU New England Volunteer of the Year Award, 2005 

• Bates College, B.A. American Cultural Studies, 2004 

4.12 


January 11, 2013

Anthony Tepedino Garcia 

4560 SW 68th Court Circle || Miami, FL 

tony@streetplans.org || 305.978.6426 

PROFESSIONAL EXPERIENCE 

The Street Plans Collaborative, Principal|| Miami, FL - April 2009 – Present 

• Northwest New Community Masterplan, El Paso, TX, SmartCode Application 

• Bayfront Parkway, Miami, FL, Tactical Urbanism Pop-up Park 

• El Paso, TX Plan El Paso TX Citywide Bicylcle Atlas, Handlebar Survey 

• Brighton Boulevard, Denver, CO, Context-Sensitive Street Design Plan & Technical Assistance 

• Mission Valley Infill Masterplan, El Paso, TX, SmartCode Application 

• Westminster, CO 2030 Bicycle Master Plan Project website 

• El Paso, TX Plan El Paso - Comprehensive Plan 

• City of Miami, FL Health District Pedestrian and Bicycle Study, Handlebar Survey 

• Fitchburg, WI SmartCode Bicycle Module Calibration, Handlebar Survey 

• El Paso, TX Plan El Paso TX Comprehensive Plan Charrette 

• El Paso, TX Plan El Paso: Website, Public Outreach Tool 

• El Paso, TX Connect El Paso: BRT/Transit Oriented Development Master Plan 

• El Paso, TX Connect El Paso: Website, Public Outreach Tool 

• Miami, FL MiMo - Biscayne Boulevard Streetscape Analysis 

• Cambridge, MA Somerville Transportation Management Association Study 

• Miami, FL Virginia Key Masterplan 

• Greenville, SC Stone Avenue Corridor Project Website 

• Miami, FL Urban Environment League Website 

EDUCATION + HONORS 

• Urban Environment League Orchid Award for Transit Commentary, 2011 

• University of Miami School of Architecture, Masters of Architecture, 2005 

• Harvard University, Graduate School of Design Summer Architecture Program, 2002 

• New York University, B.A. Urban Planning & Architecture, 2002. 

RECENT LECTURES/WRITING/AWARDS 

“Tactical Urbanism Panel,” Congress for the New Urbanism 20, May 12, 2012 

“Urban Freeways: Devastation & Opportunity,” Congress for the New Urbanism, May 11, 2012 

“The Greening of Biscayne Boulevard,” Op-Ed, Miami Herald, March 2, 2012 

“Miami’s Urban Renaissance,” Social Media Week Panel, February 2012 

Tactical Urbanism Volume 2, Street Plans Press, February 2012 

“Sustainability in Miami,” 2012 Leadership Miami Conference, February 2012 

“Make Streets Safer for All,” Op-Ed Section, Miami Herald, February 27, 2012 

“A New Vision of Open Space,” Urban Environment League Open Space Forum, January 2012 

“Gambling with the Future: Casino Resorts in Miami,” Urban Environment League Forum, December 

2011 

“Charter Reform Must Address Transportation,” Huffington Post, Novemver 2011 

Urban Environment League 2011 Orchid Award for Transit Activism, May 2011 

“Urban Policy and City Planning,” Miami Fellows Initiative Roundtable Discussion, January 2010. 

“Move Miami: The Future of Transit in Miami”, Connect Florida Panel, August 2009. 

“Havana: the Caribbean City - the evolution of urban codes and forms,” University of Miami, 2002 



4.13

BENJAMIN H. SYDEN, AICP 

DIRECTOR OF PLANNING & COMMUNITY DEVELOPMENT 

DIRECTOR IN CHARGE 

Education 

Master of Regional Planning (M.R.P.) 

University of Albany, Albany, NY, 1996 

Bachelor of Arts Political Science (B.A.) 


Professional Affiliations & Certifications 

American Institute of Certified Planners (AICP) 

American Planning Association 

NY State Upstate Chapter of the American Planning 

Director of Legislative Affairs 

Capital District Planners Association 

NY State Economic Development Council 

Town of Colonie Industrial Development Agency 

Board of Directors 

Town of Colonie Local Development Corporation 

Board of Directors 

Albany County Planning Board 

Publications 

One Size Does Not Fit All: Chemung County’s Hybrid 

Approach to Shared Highway Services, Talk of the Towns, 

Association of the Towns of the State of NY, January/ 

February 2011. 

Parks and Recreation Plans: Balancing the Wish List, 

Talk of the Towns, Association of the Towns of the State of 

NY, January/February 2010. 

Accessing State Funds: Three Steps To Success, 


NY, September/October 2009. 

Shared Public Services Reduce Municipal Costs, 


NY, May/June 2009. 

Accessing State Funds: Three Steps to Success, 



Economic Development Tool Box, Using a Retail Market 

Analysis to Stimulate Downtown and Town Center 

Revitalization, Talk of the Towns, Association of the Towns 

of the State of NY, November/December 2006. 

Turning Lemons Into Lemonade, A Community Planning 

and Implementation Strategy, 



Linking Funding Sources to Parks & Recreation, 


NY, May/June 2002. 

State & Federal Grants for Economic Development, 

Capital District Business Review, July 2000. 

Creating GIS on a Shoe String Budget, Municipal GIS , 

Sanborn Map Company, January 2000. 

Mr. Syden has over eighteen (18) years of experience with NY State municipalities in the 

areas of comprehensive planning, land use regulations, brownfield redevelopment, 

shared services, downtown revitalization, economic and community development, program 

development, project financing, creation of implementation mechanisms, grant 

writing and management. Mr. Syden has overseen the development of over 100 community 

planning projects, and has secured over $125 million in funding for client communities. 

KEY PROJECTS 

Comprehensive Planning: 

Town of Brunswick Comprehensive Plan. Rensselaer County, NY (Director in Charge) 

Town of Beekman Comprehensive Plan. Dutchess County, NY (Director in Charge) 

Town of Big Flats Comprehensive Plan Update. Chemung County, NY (Project Manager) 

Town of Coeymans Comprehensive Plan. Albany County, NY (Director in Charge) 

Town of Rensselaerville Comprehensive Plan. Albany County, NY (Director in Charge) 

Village of Port Chester Comprehensive Plan. Westchester County, NY (Director in Charge) 

Village of South Glens Falls, Comprehensive Plan. Saratoga County, NY (Director in Charge) 

Village of Manlius, Comprehensive Plan. Onondaga County, NY (Director in Charge) 

Village of Watkins Glen, Comprehensive Plan. Schuyler County, NY (Director in Charge) 

Economic, Community Development, Shared Services & Strategic Planning: 

Shared Highway Services Feasibility Study. Chemung County, NY - (Director in Charge & 

Project Manager) 

Tri-Agency Shared Recreation Services Study. Westchester County, NY (Director in Charge 

& Project Manager) 

Chemung County Economic Development Strategy. Chemung County, NY (Director in 

Charge & Project Manager) 

Chenango County Economic Development Strategy. Chemung County, NY (Director in 


City of Oneida Economic Development Strategic Plan. Madison County, NY (Director in 


Port Jervis Downtown Strategic Plan. Orange County, NY (Project Manager) 

Selected Presentations: 

Shared Services: Does It Make Sense or Cents, Association of Towns of the State of NY Finance 

School, 2011, NY Planning Federation, 2011 & Tug Hill Commission 2012 

The Changing Landscape of Economic Development & Community Planning, Association 

of Towns of the State of NY, 2012 

How to Keep Your Comprehensive Plan Up to Date, Association of Towns of the State of NY, 

2010 

Shared Services: Developing Politically Palatable Policies, NY Planning Federation 2009 

A Practical Guide to Codifying Town Centers, Association of Towns of the State of NY, 2007 

Developing Healthcare Clinics in Underserved Areas, Governor’s Office for Small Cities, 2006 

Rural Economic Development Strategic Planning 101, Association of Towns of the State of 

NY, 2006 

Downtown Parking Myths, Realities, and Solutions, NY Conference of Mayors Main Street 

Conference, 2006 

The Power of the Plan Implementing Your Blueprint For Change Association of Towns of the 

State of NY, 2005 

Creating the Funding Quilt to Revitalize Your Downtown, NY Conference of Mayors 

Main Street Conference, 2005 

Guide to Public Participation, Association of Towns of the State of NY, 2005 

Planning for Implementation, NY Planning Federation 2005 

The Anatomy of a Vibrant Downtown, NY Conference of Mayors, 2004 



(518) 458-7112 Fax: (518) 458-1879 


4.14 


January 11, 2013

NICOLE T. ALLEN, AICP 

PLANNING SERVICES MANAGER 

PROJECT MANAGER 

Education 



Bachelor of Arts Environmental Design (B.A.) 

University of Buffalo, Buffalo, NY , 1998 





Association 

Capital District Planners Association 

Presentations 

Site Plan Review, 

NY Planning Federation, 2012 

Rural Economic Development Strategic Planning 101, 

Tug Hill Commission, 2012 

Sharing Municipal Services, Does it Make Sense or 

Cents. 

Association of Towns of the State of NY Finance School, 2011 

& NY Planning Federation, 2011. 

Shared Services, Balancing Politically Palatable Policies, 

NY Planning Federation, 2009 Conference. 

A Practical Guide to Codifying Town Centers, 

Association of Towns of the State of NY, 2007 Conference & 

Main Street FORUM, Liberty, NY, 2007 Conference. 

Publications 

How to Integrate the Goals of Your Regional Council 

into Your Comprehensive Plan, 



Parks and Recreation Plans: Balancing the Wish List, 



Accessing State Funds: Three Steps to Success, 



Economic Development Tool Box, Using a Retail Market 

Analysis to Stimulate Downtown and Town Center 

Revitalization, 


NY, November/December 2006. 

Turning Lemons Into Lemonade, A Community Planning 

and Implementation Strategy , 



Ms. Allen brings over twelve (12) years of experience in developing and managing a 

wide range of planning projects, including brownfield redevelopment plans, comprehensive 

plans, corridor plans, zoning ordinances, subdivision regulations, design guidelines, 

visual analysis, recreational studies, and plan review for numerous communities. 

Results-oriented, Ms. Allen is responsible for overseeing planning projects from the 

initial conception to final approval. Ms. Allen has professional experience in public participation, 

writing, researching and management. She is an experienced author of NEPA 

and SEQRA documentation, including Environmental Impact Statements (EIS) and Environmental 

Assessment Forms (EAF), ensures planning actions conform to both SEQRA 

regulations, as well as good planning practices. Ms. Allen has overseen and coordinated 

the NEPA and SEQRA process for a wide variety of clients, including those for municipal, 

industrial, commercial, and residential projects. In addition, Ms. Allen has served as a 

Planning Board planning consultant for several communities, overseeing site plan and 

subdivision plan review. 

KEY PROJECTS 


Town of Arietta Comprehensive Plan. Hamilton County, NY (Project Manager) 

Town of Beekman Comprehensive Plan. Dutchess County, NY (Project Manager) 

Town of Coeymans Comprehensive Plan. Albany County, NY (Project Manager) 

Town of North Greenbush Comprehensive Plan. Rensselaer County (Project Manager) 

Village of Horseheads Comprehensive Plan. Chemung County, NY (Project Manager) 

Village of Port Chester Comprehensive Plan. Westchester County, NY (Project Manager) 

Brownfield & Environmental Planning: 

BOA Nomination Study, City of Fulton. Oswego County, NY (Project Manager) 

BOA Nomination Study, Town of Rotterdam. Schenectady County (Project Manager) 

BOA Pre-Nomination Study, Town & Village of Fort Edward. Washington County, NY 

(Project Manager) 

Hudson River PCB Economic Impact Analysis. Washington County, NY (Project Manager) 

Zoning & Land Use: 

Zoning & Land Use Update, Town of Ledyard. Ledyard, Connecticut (Project Manager) 

Zoning Ordinance, Town of Arietta. Hamilton, County, NY (Project Manager) 

Zoning Ordinance Update, Town of Beekman. Dutchess County, NY (Project Manager) 

Zoning Law Update, Town of Coeymans. Albany County, NY (Project Manager) 

Zoning Law Update, Village of Manlius, Onondaga County, NY (Project Manager) 

Zoning Law, Village of Stillwater. Saratoga County, NY (Project Manager) 

Strategic, Economic Development & Recreation Planning: 

Lakefront Management & Development Strategy, Village of Watkins Glen. Schuyler 

County, NY (Project Manager) 

Augusta County Economic Development Plan. Augusta County, Virginia (Public Facilitator) 

RecPlex Feasibility Study, Town of Beekman. Dutchess County, (Project Manager) 

Recreation Master Plan, Town of Beekman. Dutchess County, (Project Manager) 

Recreation Master Plan, Town of Clifton Park. Saratoga County, NY (Project Manager) 

Economic Development Strategy, Town of Coeymans. Albany County, NY 


Community Development Strategic Plan, Town of Madrid. St. Lawrence County, NY 


Community Strategic Plan, Village of St. Johnsville. Montgomery County, NY 




(518) 458-7112 Fax: (518) 458-1879 




4.15

STEPHANIE L. SICILIANO, AICP 

SENIOR PLANNER 

Education 



Bachelor of Arts Environmental Science, Planning & 

Resource Management (B.A.) 

State University of NY at Plattsburgh, Plattsburgh, NY, 1998 





Association 

Presentations 

Town of Horicon Community Development Strategic 

Plan, 

Adirondack Park Association, 2009 

Publications 

One Size Does Not Fit All: Chemung County’s Hybrid 

Approach to Shared Highway Services” 


NY, January/February, 2011, co-author. 

Ms. Siciliano has over seven years of experience as a professional planner in both the 

public and private sector. Her responsibilities include developing and managing a variety 

of planning projects including, comprehensive plans, corridor studies, downtown 

strategic plans, economic revitalization plans, land use studies, and zoning ordinances. 

Ms. Siciliano has extensive experience in conducting public participation and visioning 

workshops to engage the community and build consensus. In addition, Ms. Siciliano has 

expertise in developing shared services studies that identify ways that communities can 

cooperatively provide municipal services more cost effectively and efficiently. Her background 

in environmental planning, geographic information systems (GIS), work in local, 

county and state government and excellent skills in project coordination and public 

outreach strategies, make her a valuable member of our planning team. 

KEY PROJECTS 


Town of Brunswick Comprehensive Plan. Rensselaer County, NY (Senior Planner) 

Town of Coeymans Comprehensive Plan. Albany County, NY (Senior Planner) 

Town of Rensselaerville Comprehensive Plan. Albany County, NY (Senior Planner) 

Town and Village of Athens Comprehensive Plan Update. Greene County, NY (Senior 

Planner) 

Village of Colonie Master Plan Update. Albany County, NY (Planner) 

Village of Fort Edward Comprehensive Plan. Washington County, NY (Senior Planner) 

Village of Granville Comprehensive Plan. Washington County, NY (Planner) 

Village of South Glens Falls Comprehensive Plan. Saratoga County, NY (Senior Planner) 

Shared Services Studies: 

Joint Recreation Center Feasibility Study, Towns of Trenton, Remsen, and Steuben. 

Oneida County, NY (Senior Planner) 

Shared Highway Services Feasibility Study. Chemung County, NY (Senior Planner) 

Shared Highway Services Feasibility Study, Town and Village of Deposit and the Town of 

Sanford. Delaware and Broome County, NY (Senior Planner) 

Shared Services Feasibility Study, Town and Village of Chester. Orange County, NY 

(Senior Planner) 

Police Consolidation Study, Town and Village of Chester. Orange County, NY (Senior Planner) 

Court Consolidation Study, St. Lawrence County, NY (Senior Planner) 

Economic Development, Main Street Revitalization & Strategic Planning: 

Mid-Montgomery County, Local Waterfront Revitalization Plan, Towns of Glen and Mohawk, 

and the Villages of Fonda and Fultonville. Montgomery County, NY 


Route 4 Corridor Management Plan. Washington County, NY (Senior Planner) 

Town of Fort Edward Local Economic Revitalization Plan. Washington County, NY 

(Planner) 

Town of Horicon Community Development Strategic Planning. Warren County, NY 


Town of New Lebanon Housing Study. Columbia County, NY 


Town of Norfolk Community Development Strategic Plan. St. Lawrence County, NY 


Village of Fultonville Strategic Plan. Montgomery County, NY 

Senior Planner 

Village of Greenwich Main Street Revitalization Strategic Plan. Washington County, NY 

(Planner) 



(518) 458-7112 Fax: (518) 458-1879 


4.16 


January 11, 2013

RONALD J. LABERGE, P.E. 

VICE-PRESIDENT 

PRINCIPAL IN CHARGE & CHIEF ENGINEER 

Education 

Bachelor of Science (B.S.), Civil Engineering 

Union College, Schenectady, New York, 1983 

Hydraulic/Hydrological Engineering Specialty; 

Various Professional, Financial & Management Seminars. 

Professional Registrations & Certifications 

Professional Engineer (P.E.): 

New York 

Connecticut 

Vermont 

Professional Affiliations 

Society of Professional Engineers 

American Water Works Association 

Water Environment Federation 

Specialized Project Experience Summary 

Adirondack Park Agency Brownfield Redevelopment 

Building Condition Assessments 

Community Development Strategic Plan 

Comprehensive Land Use Planning 

Conceptual Site Development & Evaluation 

Corridor Studies 

Dam Engineering Assessments 

Dam Safety Emergency Action Plans 

Dam Safety Hazard Classification Evaluations 

Dam Safety Inspection & Maintenance Plans 

Economic Development Site Selection Feasibility Analysis 

Environmental Impact Assessment Review & Report 

Preparation 

Flood Damage Assessments & FEMA Reporting 

Highway Department Operations Plans 

Highway Design 

MS4 Compliance Programs 

Municipal Emergency Operation Plans 

On-Site Water Supply & Wastewater Disposal Design 

Pavement Condition Assessment & Rehabilitation Design 

Pavement Management System 

Planning & Zoning Board Technical Support 

Real Property Subdivisions 

Shared Services Feasibility Studies & Implementation 

Shoreline & Stream Stabilization 

Stormwater Pollution Prevention Plans 

Streetscape Design & Traffic Calming 

Trail, Park & Sidewalk Feasibility Studies & Design 

Water & Sewer Feasibility Studies & Design 

Watershed Planning 

Zoning Definition Interpretation & Code Revisions 

Mr. Laberge has designed and managed numerous projects, embracing ground and surface 

water supplies, water treatment, distribution, water storage, numerous hydraulic and 

hydrological studies for all water supply and distribution projects, sanitary sewer collection 

systems, pumping facilities and treatment. As Vice President, Mr. Laberge directs the 

full resources of the firm addressing the scheduling of all work including field investigations 

and surveys, preliminary cost estimates, design analysis and design, detailed cost 

estimates, plans and specifications, and construction services. As an active member of 

the firm’s Quality Assurance/Quality Control team he maintains the firm’s integrity 

through quality production. 

KEY PROJECTS 

Planning and Community Development 

Warren-Washington County Regional Emergency 

Services Training Center, Queensbury, NY 

Office Space Analysis & Cost Estimate for New/ 

Renovated Town Hall, Mayfield, NY 

Intermunicipal Agreement to Share Wastewater 

Treatment Plant, T. & City of Plattsburgh, NY 

Washington Plaza EIS, City of Albany, NY 

Oakridge Estates EIS, T. Colonie, NY 

Document Review, Laurentain Aerospace, T. Platts 

burgh, NY 

Document Review, T-Moble Cellulaer Phone 

Tower, Brunswick, NY 

Architecture 

Office Space Analysis & Cost Estimate New Town 

Hall, Mayfield, NY 

Town Hall Addition, Saranac, NY 

Highway Department Garage & Related Facilities, 

T. Tuxedo, NY 

Village Garage & Maintenance Facility, V. Colonie, NY 

DPW Garage/Office Facility, Sand Lake, NY 

Rogers Island Museum & Interpretive Center, 

Fort Edward, NY 

Town Hall Addition, Day, NY 

Firehouse Addition, V. Colonie, NY 

DeNooyer Auto Dealerships, Colonie, NY 

Water Systems 

Water System Evaluation & Recommendation, 

V. Greenwich, NY 

Pleasant Ridge Water Tank, T. Plattsburgh, NY 

Cumberland Head Water District, T. Plattsburgh, NY 

Water System Improvements, Port Leyden, NY 

Water System Improvements, Poland, NY 

Moffitt Road Water Supply Study, T. Plattsburgh, NY 

Pleasant Ridge Water System Improvements, 

T. Plattsburgh, NY 

Lake Peekskill Water District Study, Putnam Valley, NY 

Reservoir Study, South Glens Falls, NY 

Water District No. 2, T. Fort Edward, NY 

Manion Heights Water District, German Flatts, NY 

Morrisonville Chlorination Facility, T. Plattsburgh, NY 

Groundwater Source and Treatment, 

Victory-Schuylerville Board of Water Management, NY 

Morrisonville Well Site, T. Plattsburgh, NY 

Cadyville Water District, T. Plattsburgh, NY 

Wallace Hill Water District, T. Plattsburgh, NY 

Woods Mills Water District, Schuyler Falls, NY 

Water District No. 11, North Greenbush, NY 

Hydraulic Modeling, East Greenbush, NY 

Cross Street Pump Station Rehabilitation, 

East Greenbush, NY 

Water System Modifications, Sleepy Hollow Lake, 

Athens, NY 

Water System Improvements, Rensselaer County Water 

& Sewer Authority, NY 

Water District Feasibility Study, Kingsbury, NY 

Water District No. 6, North Greenbush, NY 

Sewer Systems 

Pump Station Design (Tom Miller Road, Military 

Turn Pike & Brown Road) T. Plattsburgh, NY 

Pump Station Upgrade, Industrial Park, 

T. Plattsburgh, New York 

Sewer System Extension Evaluation & 

Recommendation, Greenwich, NY 

Sanitary Sewer System, Wastewater Treatment 

Plant, Phoenicia, NY 

Sewer District No. 5 Extension, T. Plattsburgh, NY 

Wastewater Treatment Facility, Peru, NY 

Wastewater Treatment Plant Feasibility Study, 

Schodack, NY 

Sanitary Sewer Evaluation and Improvements, 

V. Colonie, NY 

Sherwood Avenue Sewer Rehabilitation Program, 


Transportation 

NYS I-87 Exit 3, Colonie, Albany County, NY 

NYS Route 5 Corridor, Albany County, NY 

Streetscape Guidelines, V. Colonie, NY 

NYS Route 5 Rehabilitation, Part III, Albany & 

Schenectady Counties, NY 

Reconstruction of Route 2 – Congress Street, 

Troy, NY 

Route 4 Corridor Management Plan, V. Fort Edward, 

V. Hudson Falls, T. Fort Edward & T. Kingsbury, NY 

Third Street & Third Avenue Reconstruction, 

Rensselaer, NY 

Transportation Management Study, V. Colonie, NY 

Elm Street Bypass, T. Colonie, NY 

Lincoln Ave. Pedestrian & Bicycle Access Project, 

V. of Colonie, NY. 

Lincoln Avenue Grade Separation, V. of Colonie, NY 

NYS Route 80, Bridge Replacements, Chenango 

County, Region 9, NY 

Recreation 

Troy Riverfront Greenway Trail, City of Troy, NY 

Bauer Environmental Park, V. Colonie, NY 

River Road Park, Niskayuna, NY 

Colonie Town Park, T. Colonie, NY 

Cook Park, V. Colonie, NY 

Waterfront Revitalization, Troy, NY 

Cooper’s Cave Access Trail & Pedestrian Bridge, 

South Glens Falls, NY 



(518) 458-7112 Fax: (518) 458-1879 




4.17

DONALD C. RHODES , P.E. 

SENIOR ENGINEER 

Education 

Bachelor of Science, Civil Engineering 

Clarkson University, Potsdam, NY, 1994 

Professional Registrations & Certifications 

Professional Engineer (P.E.): 

New York 2002 

Specialized Project Experience Summary 

Adirondack Park Agency Class A & B Regional Project 

Permits 

Adirondack Park Agency Enforcement Case Resolution 

Brownfield Redevelopment 

Building Condition Assessments 

Community Development Strategic Plan 

Comprehensive Land Use Planning 

Conceptual Site Development Plan Development & 

Evaluation 

Corridor Studies 

Dam Construction & Repair Design 

Dam Engineering Assessments 

Dam Safety Emergency Action Plans 

Dam Safety Hazard Classification Evaluations 

Dam Safety Inspection & Maintenance Plans 

Economic Development Site Selection Feasibility Analysis 

Environmental Impact Assessment Review & Report 

Preparation 

Flood Damage Assessments & FEMA Reporting 

Highway Department Operations Plans for PBS Compliance 

Highway Design 

MS4 Compliance Programs 

Municipal Emergency Operation Plans 

On-Site Water Supply & Wastewater Disposal Design 

Pavement Condition Assessment & Rehabilitation Design 

Pavement Management System 

Planning & Zoning Board Technical Support 

Real Property Subdivisions 

Shared Services Feasibility Studies & Implementation 

Shoreline & Stream Stabilization 

Stormwater Pollution Prevention Plans & Technical Review 

Streetscape Design & Traffic Calming 

Trail, Park & Sidewalk Feasibility Studies & Design 

Water & Sewer Feasibility Studies & Design 

Watershed Planning 

Zoning Definition Interpretation & Code Revisions 

Mr. Rhodes has over seventeen years experience with the design and management of 

various municipal and private development projects. His diverse professional experience 

has allowed him to develop specialization in nearly all facets of civil and environmental 

engineering. Mr. Rhodes as Senior Engineer is responsible for management of engineering 

and technical staff for the prompt, efficient and accurate completion of projects. Mr. 

Rhodes also has extensive experience working with communities to ensure that projects 

are completed in a timely manner by employing effective community participation. 

KEY PROJECTS 

Civil, Building, Utility & Stormwater Projects 

Benton Hall School Sidewalk & Courtyard Stormwater 

Design, Little Falls, NY 

Brunswick Municipal Center Expansion Site 

Design, Brunswick, NY 

Columbia Sussex Hotel Site Design, Columbia Sussex 

Corporation, Albany, NY 

Cookie Factory Parking & Access Driveway 

Design, Troy, NY 

DePaula Chevrolet-Hummer Site Design, Albany, NY 

Fulton Middle School Bus Loop & Parking 

Modification Stormwater Design, Schenectady, NY 

Hamilton County Fuel Delivery Station 

Consolidation Project, Lake Pleasant, NY 

Hamilton County Scenic Byway Visitor Center 

Feasibility Study, Lake Pleasant NY 

Highway Equipment Storage Building, 

Lake Pleasant, NY 

Historic Freight Yard Adaptive Reuse, Cambridge, NY 

Lake Pleasant Municipal Building Expansion, 

Lake Pleasant, NY 

Leishman Point Campground Feasibility Report, 

Waddington, NY 

Little Falls Middle School Bus Loop & Parking 

Design, Little Falls, NY 

Moe Road Office Park Site, Stormwater, & Utility 

Design, Clifton Park, NY 

Piseco Community Hall Parking Lot, Arietta, NY 

Price Chopper Distribution Center Expansion EIS 

Rotterdam, NY 

Project Liberty New England Warehouse Site 

Constraint Analysis, Schodack, NY 

Salt Storage Facility Design & Permitting Arietta, NY 

Saratoga Recreation Center Site Grading & 

Stormwater Design, Saratoga Springs, NY 

Sherwood Avenue Water Main Replacement, 


Warren-Washington County Shared Emergency 

Training Center Tactical Training Site & 

Building Design, Queensbury, NY 

Yates School Site Grading & Stormwater Design, 

Schenectady, NY 

Dam, Shoreline & Stream Projects 

Brunswick Reservoir Dam Safety Inspection, 

Brunswick, NY 

Corinth Lower Reservoir Dam Rehabilitation, 

Corinth, NY 

Corinth Upper & Lower Dam Hazard Classification 

Reduction, Corinth, NY 

Embankment Armoring of Pine Bush Road 

German Flatts, NY 

Evergreen Lake Dam Sliplining, Arietta, NY 

Fultonville LWRP, Fultonville, NY 

Irene Flood Bucks Corner Culvert Replacement & 

Stream Repair, Plattsburg, NY 

Lake Champlain Waterfront Park, Plattsburgh, NY 

LaSalle Dam Removal, Altona, NY 

Marshall Mohawk Waterfront Development 

Design, Scotia, NY 

Peekskill Waterfront Park and Hudson River Trail, 

Peekskill, NY 

Vanderheyden Reservoir Dam Emergency Action 

Plan, Brunswick, NY 

Vanderheyden Reservoir Dam Hazard Evaluation, 

Brunswick, NY 

Vanderheyden Reservoir Dam Safety Inspection, 

Brunswick, NY 

Transportation Engineering Projects 

Bucks Corner Culvert, Plattsburgh, NY 

Congress Street Reconstruction & Streetscaping, 

Troy, NY (PIN 1753.39) 

County Route 2 Bridge Replacement, Dutchess 

County DPW, Poughkeepsie, NY (PIN 8753.78) 



County DPW, Poughkeepsie, NY (PIN 8754.02) 

Elm Street Bypass, Colonie, NY (PIN 1754.49) 

Interchange Modifications I-84 Eastbound at 

Route 72, Plainville, Connecticut 

Nash Place Road Extension, Colonie, NY 

NYS Rte 17 Bridge, Liberty, NY (PIN 9067.22) 

Old Chicago Restaurant, Colonie NY 

Relocation of Route 72 WB Ramps at Crooked 

Street to Route 372, Plainville, Connecticut 

Route 2 Bridge over the Poesten Kill, Brunswick, NY, 

(PIN 1001.28) 

Route 20 Resurfacing and Safety Improvements, 

Windsor Locks, Connecticut 

Sand Creek Rd/Sunset Blvd Intersection 

Improvements, Colonie, NY 

Transportation Planning Projects 

Deposit Highway Consolidation Study, Deposit, NY 

Generic EIS, East Greenbush, NY 

Hamilton County Scenic Byway Visitor Center, 

Lake Pleasant NY 

Northway Service Roads, Colonie, NY 

Route 151 Corridor Study, East Greenbush, NY 

Route 4 Corridor Management Plan, Fort Edward, 

Hudson Falls, and Kingsbury, NY 

Traffic Management Study, City of Utica, NY 

Transportation Planning and Downtown 

Strategic Plan, City of Port Jervis, NY 



(518) 458-7112 Fax: (518) 458-1879 


4.18 


January 11, 2013

REFERENCES 

References

T e a m R e f e r e n c e s 

References for some recent projects by each of our team members can be found below, and may 

be contacted with any questions. 

Dover, Kohl & Partners 

town planning & community participation 


Montgomery, Alabama 

Chad Emerson, Planning Director, City of Montgomery 

334.386.7536 

chad.emerson@montgomeryal.gov 

Columbia Pike Neighborhoods Area Plan 

Arlington County, Virginia 

Chris Zimmerman, Arlington County Board 

703.228.3130 

czimmerman@arlingtonva.us 

Plan El Paso 

Comprehensive Plan for El Paso, Texas 

Carlos Gallinar, Deputy Director, El Paso City Development Department 

915.541.4662 

GallinarRC@elpasotexas.gov 

Partners for Economic Solutions 

market analysis, economic feasibility & implementation strategy 

Housing Authority Asset Management Strategy 

Albany, New York 

Ms. Laura Moody, Modernization Coordinator 

Albany Housing Authority 

518.641.7532 

lmoody@albanyhousing.org 

Allegheny Riverfront Green Boulevard Plan 

Pittsburgh, Pennsylvania 

Mr. Kryn Hoyer-Winfield, Project Manager, Urban Redevelopment Authority of Pittsburgh 

412.255.6600 

KHoyer-Winfield@ura.org 

Incentive Zoning Analysis 

Montgomery County, Maryland 

Mr. Jacob Sesker, Member, Montgomery County Council 

(formerly with Maryland-National Capital Park & Planning Commission) 

240.777.7942 

jacob.sesker@montgomerycountymd.gov 



5.1

The Street Plans Collaborative 

tactical urbanism implementation strategy 

Brighton Boulevard 

Denver, Colorado 

Crissy Fanganello, Director of Policy and Planning, Denver Public Works 

720.865.3026 

crissy.fanganello@denvergov.org 

Oyster Bay 48x48x48 

Oyster Bay, New York 

Isaac Kremer, Executive Director Discover Downtown Middlesboro 

(Former Director, Oyster Bay Main Street Association) 

606.248.6155 

director@discoverdowntownmiddlesboro.org 

Bayfront Parkway 

Miami, Florida 

Ralph Rosado, Executive Director, South Florida Economic Development Corporation 

786.237.2120 

RalphR@southfloridacdc.org 

Laberge Group 

local liaison, planning & engineering services 

Watkins Glen 

Schuyler County, New York 

Brian Williams, Schuyler County Partnership for Economic Development (SCOPED) 

607.535.4341 

brian@scoped.biz 

Town of Rotterdam 

Schenectady County, New York 

Peter Comenzo 

518.355.7575 ext 338 

pcomenzo@rotterdamny.org 

Village of Port Chester 

Westchester County, New York 

Dennis Pilla, Mayor 

914.939.5200 

5.2 


January 11, 2013

Approach & Deliverables 

APPROACH & DELIVERABLES

G e n e ra l A p p r oac h & D e l i v e ra b l e s 

The following is a generalized overview of the team's approach for creating a detailed, implementable revitalization plan for 

Downtown Albany. Our approach combines tested, proven methodologies grounded in community-based planning and detailed 

economic analysis, as well as the latest innovative tools and techniques for successful plan implementation. We take pride in 

customizing every project, and look forward to confirming and adjusting our approach and deliverables in collaboration with 

Capitalize Albany Corporation and its partners at the appropriate time; please consider this a draft. 

RESEARCH & ANALYSIS 

The Dover-Kohl team will begin this assignment with preliminary research and 

analysis to prepare for the project ahead. This will include examination of existing 

conditions, thorough understanding of previous studies and plans, client and stakeholder 

meetings and interviews, and a review of market conditions (see page 6.2) 

CONSENSUS THROUGH PUBLIC PARTICIPATION 

We recognize that changes in the built environment are controversial; we’ve found 

that education and a shared sense of authorship is key to creating consensus. We 

propose a Charrette to be the centerpiece of our public involvement strategy. Dover-Kohl 

Charrettes are a combination of on-location planning, design studio and 

old-fashioned town meetings. The Charrette focuses community input over a short 

period of time, through the hands-on effort of folks representing the full spectrum 

of community interests. 

A Tested Public Process 

We begin with visual presentations designed to create a clearer understanding and 

awareness of community issues. We show examples of highly livable peer communities 

that share common characteristics with the local area. 

Community members with varied interests then work side by side in groups to formulate 

plan goals, and then present their ideas and maps to the other groups. 

This workshop setting provides members of the community a special opportunity to 

share and better understand concerns from other perspectives. This technique is 

excellent for confirming, updating or refining ideas from previous planning efforts. 

We then use the results to evolve the vision and plan over the following days in an 

on-site planning studio. It’s been our experience that through these longer, more 

comprehensive charrettes, participants come to care more about the plan– they 

see their ideas as they are refined and become part of a more finalized vision. We 

cannot emphasize enough the educational value of this approach either. Citizens 

become familiar with the tools of good urban design and gain an appreciation of the 

importance of long-range thinking. 

Compelling Plans & Visualizations 

Successful Results 

The Charrette is not our only outreach mechanism. Our team also proposes to conduct 

community meetings and other events, both during the pre-charrette or postcharrette 

periods. These would include sessions with business owners, community 

groups, key property owners, residents, and other local stakeholders as appropriate. 

Our goal is to make sure that all groups participate, are heard and understood. 



6.1

ECONOMIC ANALYSIS: CREATING AN IMPLEMENTABLE PLAN 

The Albany Tactical Revitalization Plan will be based on detailed market research, and refined by the multidisciplinary 

team based on analysis of financial feasibility. Following are key details of our approach: 

Capitalize Albany Corporation and the City have recognized both the importance and the demand for downtown 

housing. The challenge now is to accelerate the rate of infill development and residential reuse of obsolescent office 

and warehouse buildings. Partners for Economic Solutions (PES) will assess current market conditions, considering 

demographic trends as well as the competitive framework of regional developments that compete for the same 

market. This survey will inventory key competitive rental complexes to determine locations, accessibility, occupancy 

rate, location, rent levels, unit type, unit sizes, amenities, tenant types and other relevant characteristics. For senior 

housing, we will survey operators to understand age and other restrictions, occupancy, waiting lists, turnover rates, 

rental rates or purchase prices, monthly fees and market sources. Developers and sales agents associated with competitive 

new for-sale housing will be contacted to determine location, type, size, pricing, absorption and amenities. 

Focus groups also can help to better understand desired amenities, supportable rents and prices, preferred unit 

layouts and other demand factors. The consultant team will identify potential sites and/or vacant or underutilized 

buildings in locations near public space amenities that can develop into a downtown neighborhood. Discussions 

with property owners and developers will identify issues constraining creation of new downtown housing. From 

these inputs, PES will recommend a supportable mix of housing for the near-, mid- and long-term. Included will be 

recommendations for tenure, structure and unit type, unit size and mix, amenities, and supportable prices and rents. 

Retail potentials will be explored through review of expenditure potential of residents, employees and visitors as 

compared with actual sales and the inventory of existing restaurants, retail and service establishments by downtown 

subarea. Key to understanding downtown’s potentials will be careful review of the competitive environment. 

PES will inventory and evaluate alternative retail destinations in the city and the region to describe the market in 

which downtown competes. The analysis will identify the retail niches that downtown can serve given the nature 

of its demand and that competition. Opportunities to build on downtown’s amenities will be identified based both 

on today’s market and that which could develop with residential growth. PES will recommend the type, size, scale 

and market orientation of supportable retail space by downtown sub-market over the near-, mid- and long-term 

future. 

The office market analysis will consider absorption and vacancy trends and explore opportunities to expand the 

downtown market. PES also will analyze regional trends in the number of jobs in industries typically based in 

office space. 

PES will assess hotel opportunities based on trends in occupancy and room rates, evaluation of the competitive 

hotel inventory and anticipated trends in downtown employment and business growth. 

Based upon the market analysis, stakeholder input and information from comparable projects, PES will prepare 

financial pro forma models to assess the financial feasibility of each key site development. These order-of-magnitude 

financial pro formas will detail costs, revenues, private equity/ debt and public subsidy sources. The pro 

formas will be created in Excel based on a stabilized project to analyze the balance between sales prices/rents, 

development and financing costs, and the required rate of return. The financial analysis of the proposed development 

alternatives will quantify the private investment justified by the potential rate of return and any gap between 

costs and supportable private investment. 

6.2 


January 11, 2013

ON-SITE VISIONING & MASTER PLANNING 

During the Charrette, the Dover-Kohl team will set up a temporary design studio 

in Downtown Albany. Throughout the week the community goals are pursued while 

design options and scenarios are illustrated and explored. For a plan to be implementable, 

it must be based on market realities. Frequent interaction and feedback 

loops between the land use planning and economic experts on our team (facilitated 

by the Charrette setting) will be used to directly apply the lessons learned from economic 

analysis to the Plan, and ensure the vision depicted is economically feasible. 

VISUALIZING CHANGE 

It is difficult to communicate exactly what change will look like with words alone. 

Change is easier to accomplish and more acceptable when we know what to expect 

– and a picture truly is worth a thousand words. In our Charrette process we create 

many drawings, sketches, renderings, computer simulations, and "before-andafter" 

sequences that can help the community study the options, visualizing change 

before it occurs. 

AN INTEGRATED PLAN 

Fully detailed, the Master Plan will describe the future development pattern within 

the study area. We will illustrate long-term goals for the community such as urban 

design for buildings, public spaces, streets, and housing options. Building upon previous 

planning efforts and studies, the Master Plan will break into natural phases; a 

"change-over-time" sequence can depict the near-term and longer-horizon improvements 

and selected catalyst projects can help build confidence in the plan. 

A DETAILED IMPLEMENTATION STRATEGY 

The implementation plan will identify roles and responsibilities for both public and 

private stakeholders, providing a detailed framework for the execution of Plan 

strategies. Our team will identify existing funding sources (local, state and federal) 

and provide national examples of alternative funding sources or structures for redevelopment. 

The analysis of funding alternatives will provide not only a comprehensive 

matrix of funding alternatives but also the scale of each funding source. 

Another key component of the strategy will be the identification of potential partnership 

configurations and entities necessary to spur catalytic redevelopment. Our 

analysis will explore potential entities or structures for new public-private partnerships, 

considering the roles that need to be played as well as the powers and 

resources of existing entities. The implementation strategy will recommend structures 

for key projects along with the responsibilities and level of financial support 

or commitments required. This analysis of public-private partnership structures 

will include a review of national best practices that leverage new funding sources 

and/or adapt current tools and mechanisms. 

STRATEGY FOR A 

SUCCESSFUL 

MASTER PLAN 

1. Provide for community 

participation by hosting a 

Charrette. 

2. Scrutinize the physical environment 

and the economic 

potential for redevelopment 

opportunities. 

3. Blend needs and goals of 

the community with the 

market realities and funding 

sources. 

4. Create and refine the Plan 

on site. Community access 

to the work-in-progress 

helps steer the project and 

yields better results. 

5. Draw a physical design plan 

and devise the plan so that 

it works for both the short 

and long term. 

6. Encourage the media to 

publish and promote the 

effort. 

7. Demonstrate ways to begin 

positive change in the short 

term and sustain it in the 

long term. 

8. Produce a detailed implementation 

plan that identifies 

funding sources, and 

roles and responsibilities of 

implementing entities. 



6.3

USING A TACTICAL URBANISM APPROACH: BUILD. MEASURE. LEARN. 

Whether activating vacant lots, temporarily re-purposing underutilized parking lots as seasonal market space, 

using pop-up retail strategies to fill vacant storefronts, or pilot-testing innovative complete street designs, cities 

and citizens across the country are creatively using tactical urbanism to unlock public and private sector investment 

within core city neighborhoods. 

While significant investment will be required to continue downtown Albany’s renaissance, building momentum 

in the short-term need not require millions of dollars in capital funding. With the ongoing convergence of broad 

economic, demographic, and technology trends, downtown Albany is now well positioned to creatively use pilot 

projects to inform and support long-term revitalization projects. Indeed, just as many of the tech employees 

Albany is looking to attract use a market-testing process called ‘versioning’ to develop low cost beta software, so 

too can cities and citizens use tactical urbanism to pragmatically deliver a variety of low-cost amenities desired 

by today’s urban dwellers. 

Surveying a wide variety of tactical urbanism initiatives reveals that creatively addressing the need for stakeholder 

involvement can expose or reinforce private sector, market-based opportunities for new and sustained neighborhood 

investment. In one such example, a few thousand dollars spent on a weekend project prototyping long-term 

improvements in a largely vacant commercial district in Memphis not only attracted 15,000 participants but also 

leveraged an estimated $8 million in private investment. The event’s success has inspired the Mayor’s Innovation 

Delivery Team – a client of Street Plans Collaborative – to adopt tactical urbanism in its Clean it. Activate it. 

Sustain it. revitalization strategy. Such projects are effectively "renderings in real-time" that invite a much broader 

spectrum of stakeholder participation and inherently allow people to establish a more visceral understanding of 

desired project outcomes than digital renderings or evening workshops. 

Using a Build-Measure-Learn feedback loop, tactical urbanism purposefully connects public-facing, interactive, and 

low-risk demonstration projects with long-term, market-based planning and development efforts. The Dover-Kohl 

team proposes to use tactical urbanism strategies to test, address, and implement the goals developed through the 

Tactical Revitalization Plan effort, as well as those of the newly adopted Albany 2030, Capitalize Albany Plan, and 

other similar efforts. And while not every project associated with the proposed Tactical Revitalization Plan will be 

conducive to this particular approach, developing a creative, iterative, and open tactical urbanism project delivery 

process will serve as an important tool capable of demonstrating project goals in the short term, and assisting the 

continued revitalization of downtown Albany. 

“Too often, cities only look to big-budget projects to revitalize a 

neighborhood. There are simply not enough of those projects to go 

around. We want to encourage small, low-risk, community-driven 

improvements all across our city that can add up to larger, longterm 

change.” 

– Memphis Mayor AC Wharton on his city’s tactical 

urbanism revitalization strategy 

6.4 


January 11, 2013

ANTICIPATED TIMELINE & DELIVERABLES 

Based on the described general team approaches and methodology, following is a timeline for completion of the Tactical Plan, 

with potential deliverables associated with each phase. The recommended deliverables outlined below are based on the goals 

stated in your RFQ and previous similar efforts; we look forward to future conversations with Capitalize Albany Corporation 

and the further detailing of this approach to best fit your needs. 

Phase 1: 

Research & Analysis 

Month 1 - 3 

• Project Kick-Off Meeting 

• Review of Base Information, Existing Conditions, 

Previous Studies & Plans 

• Site Visit: On-site Analysis & Stakeholder 

Interviews 

• Market Analysis Report 

Phase 2: 

Charrette 

Month 3 or Month 4 

• Lead Public Meetings & 

Workshops 

• On-site Planning & Design 

• Economic Feasibility Analysis of 

Plan Concepts 

• Stakeholder / Steering / Advisory 

Committee Interaction 

Phase 3: 

Plan Refinement & Implementation Strategy 

Month 4 -7 

• Refinement of Charrette Work Products, including physical Illustrative 

Plan and Renderings of Urban Design Concepts 

• Continued Economic Analysis of Plan Concepts 

• Steering / Advisory Committee Interaction 

• Implementation Strategy Report 

• Plan Drawings & Illustrations 

• Summary of Economic Findings 

• Detailed Implementation Plan, including Tactical Urbanism 

project recommendations, identification of funding sources and 

roles and responsibilities of implementing entities. 

Phase 4: 

Review, Presentation, Implementation 

Month 7- 9+ 

• Review & Revise Implementation Strategy 

Report 

• Final Presentations to Stakeholders and 

Community 

• Tactical Urbanism Demonstration Project 

Implementation 



6.5

BUILDING TACTICAL REVITALIZATION PLAN DOWNTOWN

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