AN ADVISORY SERVICES PANEL REPORT H.H. Richardson Complex Buffalo, New York

Urban Land $ Institute

H.H. Richardson Complex Buffalo, New York

Strategies for Reusing a National Historic Landmark

May 20–25, 2007 An Advisory Services Panel Report

ULI–the Urban Land Institute 1025 Thomas Jefferson Street, N.W. Suite 500 West Washington, D.C. 20007-5201 About ULI–the Urban Land Institute

he mission of the Urban Land Institute is to • Sustaining a diverse global network of local provide leadership in the responsible use of practice and advisory efforts that address cur- land and in creating and sustaining thriving rent and future challenges. T communities worldwide. ULI is committed to Established in 1936, the Institute today has more • Bringing together leaders from across the fields than 38,000 members from 90 countries, represent- of real estate and land use policy to exchange ing the entire spectrum of the land use and develop- best practices and serve community needs; ment disciplines. Professionals represented include developers, builders, property owners, investors, • Fostering collaboration within and beyond architects, public officials, planners, real estate ULI’s membership through mentoring, dia- brokers, appraisers, attorneys, engineers, financiers, logue, and problem solving; academics, students, and librarians. ULI relies • Exploring issues of urbanization, conservation, heavily on the experience of its members. It is regeneration, land use, capital formation, and through member involvement and information sustainable development; resources that ULI has been able to set standards of excellence in development practice. The Insti- • Advancing land use policies and design prac- tute has long been recognized as one of the world’s tices that respect the uniqueness of both built most respected and widely quoted sources of ob- and natural environments; jective information on urban planning, growth, and development. • Sharing knowledge through education, applied research, publishing, and electronic media; and

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2 An Advisory Services Panel Report About ULI Advisory Services

he goal of ULI’s Advisory Services Program pants in ULI’s five-day panel assignments are is to bring the finest expertise in the real able to make accurate assessments of a sponsor’s estate field to bear on complex land use plan- issues and to provide recommendations in a com- T ning and development projects, programs, pressed amount of time. and policies. Since 1947, this program has assem- bled well over 400 ULI-member teams to help A major strength of the program is ULI’s unique sponsors find creative, practical solutions for ability to draw on the knowledge and expertise of issues such as downtown redevelopment, land its members, including land developers and own- management strategies, evaluation of develop- ers, public officials, academicians, representatives ment potential, growth management, community of financial institutions, and others. In fulfillment revitalization, brownfields redevelopment, mili- of the mission of the Urban Land Institute, this tary base reuse, provision of low-cost and afford- Advisory Services panel report is intended to able housing, and asset management strategies, provide objective advice that will promote the re- among other matters. A wide variety of public, sponsible use of land to enhance the environment. private, and nonprofit organizations have con- tracted for ULI’s Advisory Services. ULI Program Staff Each panel team is composed of highly qualified professionals who volunteer their time to ULI. Marta V. Goldsmith Senior Vice President, Community Group They are chosen for their knowledge of the panel topic and screened to ensure their objectivity. Thomas W. Eitler ULI’s interdisciplinary panel teams provide a Director, Advisory Services holistic look at development problems. A re- Cary Sheih spected ULI member who has previous panel Senior Associate, Advisory Services experience chairs each panel. Matthew Rader The agenda for a five-day panel assignment is in- Senior Associate, Advisory Services tensive. It includes an in-depth briefing day com- Carmen McCormick posed of a tour of the site and meetings with spon- Panel Coordinator, Advisory Services sor representatives; a day of hour-long interviews of typically 50 to 75 key community representa- Romana Kerns tives; and two days of formulating recommenda- Administrative Assistant, Advisory Services tions. Many long nights of discussion precede the Nancy H. Stewart panel’s conclusions. On the final day on site, the Director, Book Program panel makes an oral presentation of its findings and conclusions to the sponsor. A written report is Lise Lingo, Publications Professionals LLC Manuscript Editor prepared and published. Betsy VanBuskirk Because the sponsoring entities are responsible Art Director for significant preparation before the panel’s visit, including sending extensive briefing materials to Martha Loomis each member and arranging for the panel to meet Desktop Publishing Specialist/Graphics with key local community members and stake- Craig Chapman holders in the project under consideration, partici- Director, Publishing Operations

Buffalo, New York, May 20–25, 2007 3 Acknowledgments

n behalf of the Urban Land Institute, the paign for Greater Buffalo, Cannon Design, the panelists would like to thank the sponsor, Community Preservation Corporation, Erie the Richardson Center Corporation, no- County, the Elmwood Village Association, the O tably Chairman Stanford Lipsey and Vice Empire State Development Corporation, the Erie Chairman Howard Zemsky. Without their sup- County Industrial Development Agency, Flynn port and assistance, the panel would not have Battaglia Architects, Foit Albert Associates, the been possible. Grant Ferry Association, Hunt Real Estate, the Landmark Society of the Niagara Frontier, the Special thanks go to Tom Dodson and Sue Joffe of Martin House Restoration Company, MJ Peterson the Buffalo Psychiatric Center (BPC); Barbara Real Estate, Militello Realty, the National Al- Seals-Nevergold and Hal Fabinsky of the BPC liance on Mental Illness, the National Park Ser- Board of Visitors; Sandy Tolkacz and Donald Lan- vice, the National Trust for Historic Preservation, greck of the BPC Recipient Associate Managers; the New York State Historic Preservation Office, Commissioner Rich Tobe, Christina Akers, and the Preservation Coalition of Erie County, the Eric Birner of the city of Buffalo; Senator Charles University at Buffalo School of Architecture and Schumer, Senator Hillary Clinton, Congressman Planning’s Urban Design Project and the Univer- Brian Higgins, Assemblyman Sam Hoyt, Council- sity at Buffalo Law School’s Regional Institute, man Joseph Golombek, and Councilman David Signature Development Buffalo, and the West Franczyk; Richard Geiger and Edward Healy of Side Community Collaborative. the Buffalo Niagara Convention and Visitors Bu- reau; and Dr. Muriel Howard and Frank Kowsky Interviews conducted with numerous stakehold- of Buffalo State College. ers, including residents, business owners, and public officials, provided valuable information and The panel also expresses thanks to the following diverse perspectives, aiding the panel in its analy- organizations for their participation: the Albright- sis. The panelists thank all those who consented to Knox Art Gallery, Architectural Resources, the be interviewed. Arts Council in Buffalo and Erie County, the Baird Foundation, the Buffalo and Erie County We extend a special thanks to the residents of Historical Society, the Buffalo Niagara Medical Buffalo, who were welcoming and helpful through- Campus, the Buffalo Niagara Partnership, the out our stay. Buffalo Olmsted Parks Conservancy, Buffalo Place, the Buffalo Niagara Association of Real- tors, the Burchfield-Penney Art Center, the Cam-

4 An Advisory Services Panel Report Contents

ULI Panel and Project Staff 6

Foreword: The Panel’s Assignment 7 Market Potential 13 Planning and Design Strategies 15

Development Strategies 21 Implementation Strategies 25 Conclusion 29 About the Panel 30

Buffalo, New York, May 20–25, 2007 5 ULI Panel and Project Staff

Panel Chair Ralph L. Núñez President/Design Principal Mike Higbee DesignTeam Limited President Southfield, Michigan Development Concepts, Inc. Indianapolis, Indiana Christine L. Saum Director, Urban Design and Plan Review Panel Members National Capital Planning Commission Washington, D.C. John (Jack) F. Crowley III Dean, College of Environment and Design Douglas M. Wrenn University of Georgia Principal Athens, Georgia Rodgers Consulting, Inc. Germantown, Maryland Abigail Byers Ferretti Vice President ULI Project Directors Bay Area Economics Silver Spring, Maryland Thomas W. Eitler Director, Advisory Services Charles Johnson IV President Cary Sheih Johnson Consulting Senior Associate, Advisory Services Chicago, Illinois James T. Kienle ULI On-Site Coordinator President Romana Kerns James T. Kienle & Associates Inc. Panel Coordinator Indianapolis, Indiana Paula Konikoff Vice Chair Appraisal Standards Board New York, New York

6 An Advisory Services Panel Report Foreword: The Panel’s Assignment

t the invitation of the Richardson Center experienced a housing vacancy rate of 10.2 percent Corporation, a ULI Advisory Services in 1990, and that grew to 15.7 percent by 2000. panel was convened to study the H.H. A Richardson Complex in Buffalo, New York. In recent years, however, the city’s economy has The sponsors were interested in addressing the experienced an upturn and a resurgence. New current and future market opportunities for this proposals and renovations abound, especially in National Historic Landmark, a large hospital of the downtown area. Renovations of existing com- Medina red sandstone and brick designed in Henry mercial properties are attracting new businesses Hobson Richardson’s characteristic Romanesque into the city. One example is Labatt Breweries of style, sprawling over grounds designed by the Canada, which moved its U.S. headquarters to famed landscape architect Frederick Law Olmsted. The panel analyzed key economic and demographic factors, developed design and planning scenarios, VIRGINIA

looked at ways to develop and implement the plan, CANADA 87 81 and came up with strategic recommendations that 5 can be put into action immediately. Clinton Toronto VERMONT 11 89 LAKE ONTARIO NEW HAMPSHIRE 3 91 NEW YORK 2 Rochester Background Niagara Falls Utica 90 Syracuse Franklin Buffalo Schenectady One hundred and fifty years ago, Buffalo was known Troy LAKE ERIE Albany Saint Lawrence 390 as the “Queen City of the Great Lakes,” a reference 88 CANADA90 2 81 MASSACHUSETTS 90 86 87 to its rank as the second largest city in New York 7 302 86 91 81 State (behind New York City). By 1900, Buffalo Essex CONNECTICUT had become the eighth largest city in the country. 87 93 PENNSYLVANIA It hosted the Pan American Exhibition in 1901. 84 89 5 9 This growth and prosperity was marked—and Jefferson celebrated—by its radial street plan, parks and NEW JERSEY 495 New York parkways, and world-renowned architecture. Lewis VERMONT Hamilton Warren Atlantic Ocean 4 By the end of the 20th century, Buffalo had endured Location map, above. New Hampshire an entire generation of economic hardship that is Regional map, left. Herkimer 4 LAKE ONTARIO 89 only now beginning to pass. The city population, 11 Washington Oswego 7 which peaked in 1950 at just under 600,000, had Oneida NEW YORK ORLEANS MONROE declined by almost 50 percent in 2007, as indus- NIAGARA Wayne Rochester Fulton Saratoga Cayuga tries shut down and people left for employment Niagara Falls 90 Utica

ONTARIO 90 opportunities elsewhere. The population is de- 190 290 Syracuse Madison 90 GENESEE creasing by 13 people per day. Buffalo’s 1990 popu- 202 Buffalo 20 91 20 Onondaga Seneca lation of 328,123 decreased to 292,648 in 2000 and Ontario Montgomery Schenectady Schenectady Rensselaer 20A is projected to fall to 263,384 by 2010. Simultane- LAKE ERIE 20A 20 Troy ERIE WYOMING 5 ously, the population in the suburbs adjacent to 62 Livingston Otsego Albany Yates Schoharie Buffalo has doubled, from 300,000 to 600,000, re- 90 219 Chenango Albany 390 Cortland 88 11 sulting in further decay of the parent city. The city 20 495

Schuyler 81 20 Tompkins MASSACHUSETTS CHAUTAUQUA CATTARAUGUS Columbia 90 Buffalo, New York, May 20–25, 2007 Allegany 86 Steuben 7 86 Greene

Tioga Broome 90 86 Delaware 20 9 7 Chemung

44

44 44 6 91 84 Sullivan Ulster Dutchess 11 6 6

62 15

6 CONNECTICUT 395 Rhode 209 87 PENNSYLVANIA 91 Island 84 84

220 Putnam 95 Orange 1

84 322

Westchester 1

87 80 206 Rockland

81 80 80 95

11

119 322 209 Bronx 495Suffolk 219 NEW46 JERSEY 422 New York Queens 322 476 New York 522 Hudson Nassau

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76 Kings

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95 202 Atlantic

30 422 Ocean 219 76 76 81

522 76

83 Frank Lloyd Wright’s Dar- win Martin House under- going major renovation, including repairs of the exterior masonry.

Right: The approach from the main entry on Forest Avenue to the dramatic central towers of the H.H. Richardson Complex. Far right: The location and design of the Strozzi Building is a challenge to the development of the study area.

Buffalo in May 2007. Another is the renovation of Frank Lloyd Wright’s Darwin Martin House, which establishes a world-class museum in a resi- dential neighborhood. Several commercial and residential developments are underway on the waterfront, and luxury condominiums are being developed on the water’s edge.

Buffalo and its surrounding areas offer attractions that encompass everything from the arts and cul- ture to sports and natural beauty. The Buffalo- Niagara region, a diverse metropolitan area with a population of 1.2 million people, contains a multi- ethnic and diverse binational community, an array of colleges and universities, Lake Erie and Niagara Falls, the Erie Canal terminus, the

8 An Advisory Services Panel Report Albright-Knox Art Gallery (a major showplace for contemporary and modern art), the historic parks and parkway system, the Kleinhans Music Hall, RIVERSIDE NORTH BUFFALO Underground Railroad heritage sites, and world- COMMUNITY COMMUNITY

class medical research and clinical facilities. The ET RE ST ST ER city’s architecture is also of world-class caliber. MH 5 T A 198 HE O Then there are the museums, the performing arts 190 4 L 2 M S

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venues, AAA baseball, NHL hockey, NFL foot- N

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ball—and the list goes on. The challenge is to let 1 A

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more of the world know about Buffalo’s treasures R N 6

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E A Q G S R C and, when travelers come, to entice them to stay a R A P T L H G L A A C R S E Y R P W A K A IN ID W W E B K A

little longer and visit a few more venues, shops, R R

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O and restaurants. R

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development in Buffalo—the H.H. Richardson I

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Complex—to move forward. To a large extent, the KEY

PEACE existing momentum has been achieved because B RIDGE WEST SIDE ELMWOOD 1 SITE COMMUNITY COMMUNITY the champions of the project have foresight, en- 2 BUFFALO STATE COLLEGE ergy, and the respect of a broad spectrum of com- 3 ALBRIGHT-KNOX GALLERY munity stakeholders. The complex already enjoys 4 DELAWARE PARK site recognition and benefits from the potential for 5 ZOOLOGICAL GARDENS development with private uses that will be eco- 6 FOREST LAWN CEMETERY Q PARKWAY INTERSECTIONS nomically self-sustaining. The site also already en- joys the company of excellent neighbors, including several museums, Buffalo State College, and the commercial core along Elmwood Avenue, and is Center, a functioning psychiatric hospital, is located The study area and its surrounded by several residential neighborhoods. on the site. Maintaining public access to the site is surroundings. However, the development of the H.H. Richard- a primary concern, as is ensuring that any rede- son Complex is not without its challenges. The velopment includes economically self-sustaining project faces the same uphill battle as many Buf- or revenue-generating elements. The panel was falo developments—a belief that it will not reach asked to address a series of questions: completion. Other common perceptions include • What are the most compelling opportunities for misconceptions that the site can be developed only with limited public funds or subsidies and that the addressing the current and future market op- site faces real constraints, including the physical portunities of the site? condition of the buildings and grounds, as well as • What is the best mix of public and private sec- the location and design of the Strozzi Building, the tor uses for the complex’s final reuse? new home of the Buffalo Psychiatric Center. • How can stakeholders best help stabilize neigh- The Assignment borhoods and catalyze economic development in the surrounding area and on the site, recog- The panel was challenged to create a strategy to nizing that the complex is a National Historic redevelop the H.H. Richardson Complex with the Landmark? objective of making it a financially viable, mixed- use, multipurpose civic campus of public and pri- • How should the proposed redevelopment be vate activities, that has better physical links to sequenced? and remains compatible with neighboring dis- tricts. The market potential was to be considered • What is a realistic timetable for a redevelop- while bearing in mind that the Buffalo Psychiatric ment project such as this?

Buffalo, New York, May 20–25, 2007 9 • What types of financing should be accessed for • Historic elements were altered over time, creat- a project like this? ing confusion regarding the future.

The Panel’s Guiding Principles • The location of the Buffalo Psychiatric Center on the site must be considered in assessing the The panel began by establishing a set of guiding impact of potential new uses. principles that would help clarify the kinds of changes that should be made and the historic • Existing buildings are in various stages of dis- qualities that should be maintained: repair and neglect. Time is not on the site’s side—buildings continue to deteriorate. • Ensure that the master planning process is ac- cepted by the community. It may be difficult to • Building consensus will be a challenge, given achieve consensus, but the process for doing so the history and significance of the site. must be accepted. • The site lacks a strong land use plan. Once it • After the master plan is in place, organize for success. A plan is a necessary first step but does was clearly defined, but time has blurred it, and not guarantee success. The ability to do the heavy the lack of response to previous calls to restore lifting with expertise and diligence is essential the complex has hurt the community and the to creating and focusing the development and buildings. The lack of a plan and the uncertainty the organizational capacity to see the job through. of uses produces chaos and indecision, both of which are enemies of redevelopment of the site. • Identify early successes that will serve as good building blocks. Stabilizing the buildings, clean- ing and maintaining the site, introducing new Opportunities uses—these accomplishments will create new The panel is convinced that the site offers many hope and new investment by showing that posi- tive change is now possible. opportunities:

• Keep the site open to the Buffalo community • The site’s rich history and heritage present a and residents. Even though the site will have one-of-a-kind opportunity for redevelopment. some private investment, it will remain a com- munity treasure that should be enjoyed by all • Taken collectively, the site’s architectural as- who appreciate what it continues to represent. sets represent an opportunity for economic development. • Ensure that the master plan recognizes that Olmstedian principles can be revived. The origi- • The rich context provided by Elmwood Av- nal Olmsted plan was never fully implemented. enue and the surrounding neighborhoods is a However, its principles and values can and should strong setting from which to encourage new be reflected in all future steps taken on the site. investment. This will demonstrate both respect for the past and the relevance of Richardson’s and Olmsted’s • Buffalo State College offers both demand and principles in today’s world. resources that could positively affect the site.

Issues • The community is engaged, at all levels, After reviewing the information provided by the which will maintain attention on leaders sponsor, the panel identified the following issues: of the redevelopment.

• Older buildings were built for specific uses of • The current state commitment to activating re- housing mentally ill patients. development of the site offers a good start.

10 An Advisory Services Panel Report Summary of Findings and The panelists gather Recommendations information about the complex through a brief- Following an intensive week of site visits, inter- ing given by the sponsor views, and presentations, the panel recommended and a walking tour inside the adoption of a framework for creating a master the building. plan for the H.H. Richardson Complex. Following are key components of the panelists’ findings:

• The historic value and combined efforts of Richardson and Olmsted elevate this site and its importance to the community to a preemi- nent level. It would be nearly impossible to ex- aggerate the importance of this site both as a unique treasure bestowed on the community and as an asset that can provide economic value to the citizenry. The stronger the association between the site and Richardson and Olmsted, the more likely that the site will be revered and valued not only locally, but also nationally and even internationally.

• Olmstedian principles can be implemented in the landscape design. An important and realistic goal is to ensure that the site retains the full spirit of and common sense values represented by the special collaboration of Richardson and Olmsted. They are as relevant today as they were in the mid-1800s. Given their ability to ad- dress human needs, their adaptation into the or irretrievably altered, the site clearly demon- current surrounding environment is worth strates the landscape architect’s dynamic hand. striving for, both on the site and in new invest- The site’s historic and new landscape elements ment throughout a revitalized Buffalo. should continue to articulate his principles. • It is important to retain and reuse the eight main residential and administrative buildings • The site needs to embrace and interact with the (the Richardson Complex), given their condition surrounding neighborhoods. As the role of the and their contribution to the site. These build- site changes and becomes more public, it can ings are a commanding presence and together open up to the adjacent neighborhoods in a create both a pleasurable and historic setting manner that brings positive energy to the site and a significant reuse opportunity. A true and allows neighboring residents and businesses landmark, they must be incorporated in a man- to enjoy all that the site and its buildings have ner that speaks to the past, present, and fu- to offer. This enhanced relationship will intro- ture Buffalo. duce an economic well-being that is consistent with the holistic approach taken by Richardson • Those Olmstedian elements that retain their and Olmsted. substantial form should be restored. Opportuni- ties for a contemporary introduction of the Olm- • The reactivation of the Richardson Complex sted principles should be identified and incorpo- and the introduction of other site improvements rated into the master plan. Although much of will be expensive. It is important to encourage the Olmsted plan was either never completed private investment in order to offset what will

Buffalo, New York, May 20–25, 2007 11 certainly be a substantial public investment. • A sustainable reuse program needs to include The magnitude of the complex combined with a mix of uses that respond to well-documented the years of deferred maintenance and the need community and market demands and needs. to make the buildings functional for new uses Given the investment needed to bring these while respecting their historic character will re- wonderful buildings back to life, it is critical quire a sophisticated, multilayered financing that the new uses be able to support the costs of plan. It will be imperative to create a diverse their respective spaces for a long period. Uses and extensive list of financing sources, to en- that have an uncertain future or little relevance sure that the restoration and reuse is done with in addressing documented needs would create sensitivity and quality. The plan will need to ad- an economic deficit that will undermine the dress both capital and operational expenses. project’s prospect of long-term success. A di- Addressing these short- and long-term financial verse mix of private and public uses will reduce needs will require the best and the brightest the financial risk, especially if strong considera- minds from the private and public sectors. It is tion is given to finding high-quality users and important to remember that although the in- tenants. vestment will be substantial, a long-term sus- tainable return is possible. The generation of revenue on site and through a substantial con- tribution to the business of cultural tourism will accrue benefits for decades to come if imple- mented well.

12 An Advisory Services Panel Report Market Potential

ased on the market review, the panelists family complexes, Buffalo neighborhoods offer a believe that a significant development op- limited amount of housing types. Despite the city’s portunity exists for the H.H. Richardson population loss, there is evidence of movement B Complex. The market potential analysis fo- back to Buffalo from suburban areas. Similar to cuses on identifying and capitalizing on both near- real estate trends nationwide, residential brokers term and long-term opportunities. The panelists report rising inmigration and a quickening sales believe that the site is well-suited to sustain a mix pace, including home sales in less than 10 days on of uses that capture current market interests as the market. well as to build on potential markets, thereby mit- The limited diversity in Buffalo’s housing stock of- igating the risk of any one use failing. fers an opportunity to diversify infill development with new housing types. Condominiums in adap- Tourism Market tively used or newly constructed locations fare The Buffalo Convention and Visitors Bureau esti- well in Buffalo. These units typically represent a mates that three million visitors a year visit Buf- mix of one- and two-bedroom units, targeted to falo, not counting visitors to Niagara Falls and the young professionals, childless couples, and empty nesters. Condominium sale prices are in the range southern tier of Ontario. The current hotel inven- of $300,000. As would be expected, units along the tory lists many older hotels, with an average occu- waterfront command higher prices, up to $500,000 pancy rate of 65 percent and an average daily rate for larger ones. of $80. Interestingly, smaller-scale boutique hotels such as the Mansion and the Roycroft Inn enjoy National examples of adaptive use of state hospi- higher occupancy rates—between 75 percent and tals include the Avalon Bay project in Danvers, 80 percent—reflecting their success in targeting a Massachusetts, and the Boston State Hospital at more affluent audience. Given the site’s recogni- the far end of Boston’s equivalent of the Olmsted tion as a landmark, its location adjacent to Buffalo Crescent—the Emerald Necklace. Both projects State College, and the strengths of the surround- offer rental apartments and high-end condomini- ing community, there is a significant opportunity ums, showcasing an attractive and respectful for a 200-room full-service hotel and conference reuse option. Local examples that highlight the center on the site. strong market for new residential products in Buf- falo include the Sideway Apartments, the Lofts at Critical to achieving the potential of this use is the Elk Terminal, the Belesario Lofts, Granite Works, provision of a conference center. There is already and City Centre. These projects have had quick- a source of demand from Buffalo State College, paced absorption. which holds conferences and workshops at local hotels. Additional sources of demand for conven- Buffalo’s rental market shifts between single- ing space include the local and regional business family homes and medium-scale apartment com- and leisure community and the adjacent area’s plexes, well placed throughout its neighborhoods. museum district. Near downtown or the larger institutional users, Buffalo’s rental stock becomes high-rise. Rents Residential Market vary wildly with the condition of the structures and surrounding neighborhood, from $500 to Dominated by single-family houses, split three- $900 a month. Luxury apartments represent an three doubles, or low- to medium-density multi- excellent residential product type for Buffalo,

Buffalo, New York, May 20–25, 2007 13 supporting monthly rents of $1,200 to $3,000 for opportunities to expand these offerings with newly built units. There is sufficient demand for medium-scale operations. They would not mimic additional middle-market and luxury apartments. current offerings but rather include a bookstore, national apparel chains, and restaurants. The Live/work apartments near the site represent a area will be enlivened with complementary retail new rental product, targeted to a creative class of uses that meet the needs of residents, visitors, residents. Live/work units include few amenities and students. but offer a flexible layout. Although these types of units might require a subsidy to make the projects The location advantages—a unique green oppor- financially feasible, they could balance the neigh- tunity in an adaptive historic space—make office borhood composition and add to the arts vision for an attractive use regardless of overall market be- the area. havior. Buffalo office trends indicate climbing rents for newly constructed space, reaching $25 Finally, Buffalo State College and other local col- per square foot, with quick lease-up periods and leges and universities offer a market for dormi- limited vacancies. Professional neighborhood- tory or student apartments. Buffalo State College serving office space with dedicated parking would does not have sufficient on-campus housing for its work well at the H.H. Richardson Complex. In student population but anticipates continued addition, Class A professional office space that is growth, with a need for 800 student beds in five typically found in suburban office parks could be years. This new housing will help to further re- enticed to locate on the site. generate the neighborhood. Other educational uses on the site, including acad- emic and laboratory space for Buffalo State Col- Commercial Market lege or a K–12 elementary and secondary school, The H.H. Richardson Complex presents an un- may also be appropriate. paralleled opportunity to fill gaps in the current marketplace. There are several unmet needs for distinctive commercial uses including a hotel/ conference center, retail, and neighborhood- serving office space.

The Elmwood Avenue commercial corridor offers a variety of restaurants, cafés, boutiques, and service-oriented retail operations such as salons, flower shops, and banks. Although it provides ample small-scale retail operations, there are

A healthy mix of residen- tial and retail uses line the Elmwood Avenue commer- cial corridor from down- town to the study area.

14 An Advisory Services Panel Report Planning and Design Strategies

he opportunity to develop the H.H. Richard- Study Area son Complex and the surrounding grounds is now of critical importance. The market The study area is bounded by Rockwell Road to T assessment indicated the need to reconsider the north, Elmwood Avenue to the east, Forest the land uses on the site and suggested a sustain- Avenue to the south, and Rees Street to the west able mix of uses. However, it is important to run —an area of approximately 91 acres. The H.H. through two scenarios to gauge their strengths Richardson Complex is the focal point of the major and weaknesses in light of the presence of the Buf- institutions and districts that are directly adjacent falo Psychiatric Center—the New York State Of- to it: Buffalo State College to the north; the Olm- fice of Mental Health facility—within the bound- sted Crescent (which includes the Olmsted parks ary of the site. For the purposes of analysis, the and parkway system and the Buffalo museum dis- panel has considered two development scenarios: trict), to which the site is tied; the Elmwood com- munity (including its commercial corridor) to the • With the facility; and east and south; the West Side community (includ- ing its commercial corridor) to the south and west; • Without the facility. and the Black Rock Riverside community (includ- Of the two scenarios, site transformation with- ing its commercial corridor) to the north. Other out the facility would create the greatest value significant features include the Niagara River, a with regard to economic development, reverence less than 10 minute walk due west, and the Sca- for historical values, and links to the neighbor- jaquada Expressway to the north of Buffalo State ing districts. College. The 91-acre study area breaks down into

Summary of site acreage.

ROCKWELL ROAD

4.9.9 ACRES 2.5.5 ACRES 38.2 ACRES

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37.4 U

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8.0.0 ACRES

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KEY BUFFALO PSYCHIATRIC CENTER BUFFALO STATE COLLEGE BURCHFIELD-PENNEY ART CENTER SURPLUS

Buffalo, New York, May 20–25, 2007 15 Figure 1 • Retain trees. Summary of Site Acreage • Possibly relocate the picnic pavilion.

Parcel Acres • Forest Avenue 1 Buffalo Psychiatric Center 37.4 • Locate the original entry and reestablish the Buffalo Psychiatric Center2 8.0 pedestrian link. Burchfield-Penney Art Center 4.9 • Provide access to Richmond Avenue for ve- hicular traffic. Buffalo State College parking3 2.5 • Delete surface parking in the southeast Surplus land for development 38.2 quadrant.

Total 91.0 • Retain the Strozzi Building, open up the 1 Main buildings on east side of study area. grounds, enhance the landscape, and remove 2 Ancillary buildings on south side of study area. portions of the fencing. 3 North side of study area. • Establish a pedestrian connection near Clare- mont and Richmond avenues. the components identified in the illustration and • Retain buildings 34, 35, and 37. Figure 1. • Remove building 50 and reestablish the Olm- Scenario 1—Partial Site sted landscaping. Transformation • Corner of Forest Avenue and Rees Street

In the first scenario, the panel assumed that the • Create a corner marker of Medina sandstone. Buffalo Psychiatric Center will remain on the site. • Create a pedestrian node with benches and a Landscape Program plaza area at this corner. A major objective for the landscape program at the site is to create a more inviting pedestrian en- • Create a new walk in the Olmsted style, vironment that encourages people to walk along linked to Rockwell Road and internally linked the edges of the site and across it. The panel rec- at multiple points into the park system. ommends the following improvements for the • Enhance the landscaping around the corner study area, starting at Elmwood Avenue and pro- and continuing along the perimeter of Rees ceeding counterclockwise around the site: Street. • Elmwood Avenue • Corner of Rockwell Road and Rees Street • Reinstate Olmsted landscaping character. • Eliminate surface parking. • Eliminate surface parking along Elmwood • Rockwell Road Avenue. • Continue eastward by strengthening the • Open up the fencing. vegetation.

• Create a grand entry from Elmwood Avenue. • Extend the walk on the south side so that it • Corner of Forest and Elmwood avenues meanders into and out of the park system and connects to Elmwood Avenue. This cre- • Establish a landmark plaza or other focal ates connectivity to Delaware Park and the point. Burchfield-Penney Art Center.

16 An Advisory Services Panel Report Proposed architectural program for Scenario 1. ROCKWELL ROAD

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Buffalo, New York, May 20–25, 2007 17 ROCKWELL ROAD

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KEY RE-CREATE TWO EAST WINGS HOTEL AND CONFERENCE CENTER MIXED-USE DEVELOPMENT SHARED PARKING STRUCTURE ARCHITECTURE AND VISITORS CENTER BURCHFIELD-PENNEY ART CENTER LIVE/WORK AND SINGLE-FAMILY HOUSING LUXURY RESIDENTIAL HOUSING

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18 An Advisory Services Panel Report Artist’s sketch of potential mixed-use development under Scenario 2.

Architectural Program The panel proposes a program of reuse for the main buildings of the H.H. Richardson Complex, which form the “flock of geese” pattern. • Reuse buildings 9, 10, 12, and 13 for a new hotel and conference center. Restore building 11, the former greenhouse. • Consolidate site surface parking for the Strozzi Building, the Burchfield-Penney Art Center, and the proposed hotel and conference center in a new structure on the south side of Rockwell Road. The structure should have six levels, with two underground, and its roof should re- main below the cornice line of the Richardson Complex. Create a new dropoff area behind building 51. • Reuse buildings 43, 44, and 45 for a new Archi- tecture and Visitors Center, and for administra- Artist’s sketch of potential tive and flexible or shared space with Buffalo means of access for visitors from Rockwell live/work and single- State College. Road. Provide a landscaped buffer. family housing under • Reuse buildings 38, 39, 40, 41, and 42 for ap- • Retain the physical plant of the Buffalo Psychi- Scenario 2. proximately 60 high-quality upscale residential atric Center—building 22. units. Scenario 2—Total Site Transformation • Retain the 2.5-acre Buffalo State College sur- face lot on the south side of Rockwell Road for When the climate is receptive to discussion of the efficient bus parking, serving the Architecture removal of the major buildings of the Buffalo Psy- and Visitors Center. This provides a direct chiatric Center, the panel recommends the second

Buffalo, New York, May 20–25, 2007 19 scenario. It retains many of the landscaping prin- • Increase capacity for a parking structure, ciples and architectural programming of the first through elimination of the need for a dropoff scenario. A dramatic difference is the complete re- area adjacent to the Burchfield-Penney Art moval of the buildings that inhibit the physical Center. linkage and view lines of the iconic towers from the Elmwood Avenue corridor to the east. Major • Create a mixed-use development on the west buildings that would require demolition include side of Elmwood Avenue between Rockwell buildings 4, 51, 62, and 62A. Additional opportuni- Road and Forest Avenue, bringing additional ties include the following: sources of income to the site.

• Re-create the three east wing buildings that • Create infill development in the form of live/ were demolished to create the current facilities work and single-family homes on the northwest for the Buffalo Psychiatric Center, in order to corner of the site, bringing additional sources complete the “flock of geese” formation and re- of income. turn the Richardson Complex to its former glory. These buildings could be used to expand the hotel and conference center with approxi- mately 100 rooms.

20 An Advisory Services Panel Report Development Strategies

he panel recommends development strate- convention center development are diverted for gies for the H.H. Richardson Complex that other purposes. respond to the immediate and long-term • New York has not enabled certain programs T needs of the site while meeting the needs of that other states have: the broader community. This section provides rec- ommendations on the strategic direction that • A 1 percent restaurant tax, as in numerous should guide implementation. cities.

Buffalo and Its Peer Cities • A 0.02 percent sales tax rebate for tourist fa- cilities, as in Washington. Buffalo is a paradox. It is blessed with a legacy of • Local options sales taxes, as in Tulsa, Okla- buildings and community design that is unparal- homa, which are extended by popular vote leled in similarly sized cities in the country. Mean- after certain initiatives are addressed. while, such cities are seeking billions of dollars to recreate what Buffalo has—often in the form of • Property and sales taxes, as well as tax incre- reproductions that could never equal the reality ment financing, which are commonplace. represented in Buffalo. These policies have consequences for the city of The following examples of state policy demonstrate Buffalo: why the local government in Buffalo cannot gener- • New York cities and counties have compara- ate economic development as well as government tively poor economic development tools across in its peer cities: the board. • Communities and states that have enabled • Buffalo, which has established sports, arts, cul- tourism-targeted legislation—notably Iowa, ture, and architecture as a branding theme for Kansas, Kentucky, and West Virginia—estab- tourism, has a lower marketing budget than any lish programs that grant the sales tax earned of its peer cities. by projects to be used as subsidies. These states collect many taxes that are typically used for in- These conditions create a need to establish some centives and then, through merit and political entity to act as a steward for the project. The pan- consideration, grant subsidies and incentives elists believe that the Richardson Center Corpo- to projects. ration should be charged with the task of stabil- izing, renovating, and redeveloping the H.H. • Although New York has economic development Richardson Complex. The tasks clearly require incentives that use income tax credits, these an enabled not-for-profit corporation to serve as programs are not as powerful as other tools the master developer and manager, in order to used by other states. carry the project through its multiyear, phased implementation and subsequent management. • In New York the enabling legislation for taxes, such as hotel room taxes, does not carefully re- An excellent example of a similar organization al- strict its use; hence, those monies go to broader, ready exists in Buffalo. The Buffalo Niagara Med- general fund uses. In periods of financial stress, ical Campus, Inc., shoulders the responsibility for funds that are typically used for marketing and development of an urban site of similar size that

Buffalo, New York, May 20–25, 2007 21 Figure 2 In a way, the challenge facing the H.H. Richard- Summary of Convention and Visitors son Complex is greater than that facing the med- Bureau Budgets, 2007 ical campus, because at this point the Richardson Complex has no niche or focus, whereas the med- City 2007 Budget ical campus has a niche. The use of nonprofit or cultural entities alone is not sustainable; a for- Louisville, KY $12,800,000 profit real estate use is the vehicle for creating a Philadelphia, PA 12,000,000 sustainable platform.

Pittsburgh, PA 10,950,000 Principal Tasks Indianapolis, IN 10,700,000 The site has immense potential because of its size, Nashville, TN 9,500,000 quality, and uniqueness. It is going to require a very significant public investment as a beginning Baltimore, MD 8,500,000 step, simply to facilitate viable project investment Charlotte, NC 8,200,000 on the part of the private or public/private part- nerships that will follow. Fortunately, approxi- Memphis, TN 7,800,000 mately $76 million of public monies is already ear- Cleveland, OH 7,500,000 marked for the site. Following is an outline of the potential development sequence. Columbus, OH 6,900,000 The Richardson Center Corporation, as the mas- Milwaukee, WI 6,565,000 ter developer and manager, will immediately em- Cincinnati, OH 5,142,000 bark on five principal tasks: Lexington, KY 4,400,000 • Develop state enabling legislation that is suffi- cient to implement and manage the project. Rochester, NY 3,200,000 • Open and staff an on-site office. Buffalo, NY 2,500,000

Source: 2007 data from respective convention and visitors • Develop and formally adopt a clear master plan bureaus. for the site.

• Stabilize and renovate the exterior shells of all also abuts residential neighborhoods. As at the the structures to be retained. This includes trial Richardson Complex, the adjacent neighborhoods versions (in accordance with preservation stan- may be affected and require support and invest- dards) of drainage systems, lights, exterior ma- ment. The medical campus abuts the Fruit Belt sonry structure, and foundations. Illuminate the and Allentown districts. The Richardson Complex buildings. abuts the West Side, Elmwood Village, and Black • Renovate the grounds immediately adjacent to Rock Riverside districts. The Buffalo Niagara the preserved structures according to Olmsted’s Medical Campus, Inc. has succeeded under the design principles. leadership of a board of directors that is broadly inclusive, transparent in the conduct of business, On the heels of accomplishing these principal and focused on a clear vision for development and tasks, the board and its staff should immediately management. The panel compliments the suc- embark on a sequence of projects that begin to de- cesses of this organization and recommends such a velop the site: board for the Richardson Complex. Once such a board is seated and a director for the organization • Define, plan, design, and implement an architec- is hired, implementation of the project should ture and visitors center and use the already- begin, as outlined in the following section. funded initiative to attract the initial occupants

22 An Advisory Services Panel Report of the center and to ensure public access to the and the Buffalo State College campus. The proj- grounds and tower buildings. ect should be done as a supportive element of the campus plan and the plan for the adjacent • Develop a multidimensional marketing plan and neighborhood. It will produce ground rents for brand the project. the Richardson Center Corporation as well. • Illuminate the H.H. Richardson building. Priority Uses and Initial Elements • Identify and select a hotel and conference cen- ter developer. In accordance with the master In the panelists’ judgment, the following land uses plan, this project will involve public and private should launch the project and should be initiated delivery of the renovated shells of the historic simultaneously: buildings and private development of the hotel interiors and ancillary structures. Principal • Architecture and Visitors Center—Although stakeholders include the Richardson Center this project is not fully defined, a first stake Corporation, the Richardson Architecture Cor- should be placed in the ground, representing poration, Buffalo State College, the museum what will become an architecture and landscap- district, and area neighborhoods. The land rent ing institute. This venue should serve as a stage charged to the private hotel owner, indexed per- for input from the public, the American Insti- haps to a percentage of room sales, should be- tute of Architects (AIA), the American Society come the first sustained income to support oper- of Landscape Architects (ASLA), and the local, ations and investment. national, and international AIA and ASLA • Develop a parking deck along the south edge of community. Rockwell Road to the west of the Burchfield- • Hotel and Conference Center—Again, although Penney Art Center. The deck will serve the this project is not fully defined, a hotel and con- parking needs of the Buffalo Psychiatric Center, ference center should be developed in the first whose parking (except for visitors) is thereby phase of the redevelopment. The panel recom- moved off the Richardson Complex frontages on Forest and Elmwood avenues. In addition, the mends a venue with 200 rooms and 30,000 deck will serve the hotel, area visitors, and Buf- square feet of meeting and conference space. falo State College. It should be financed through The model can follow that of a traditional uni- a combination of public and hotel developer funds, versity conference center, a boutique hotel, or a as well as other forms of revenue anticipation fi- hybrid of the two. nancing, such as tax-increment financing. • Residential and Office Space—The maximum • Identify and select a developer for the west amount of residential and office space should wing—buildings 38 through 42. be configured out of the rest of the existing his- torical space. • Identify and select a use and user for building 37, which fronts on Forest Avenue. A compati- ble use is likely an office or restaurant. This Being a Good Neighbor project should help activate the grounds, serve The Elmwood district is healthy and the Richard- the neighborhoods and visitors, reinforce area son Complex should reinforce its strength. The retail districts, and produce a modest amount of first role of the redevelopment should reinforce sustained rental income. the link between this district and Buffalo State • When the timing is right, identify and select a College. Some development along the Elmwood developer for the residential infill project on the Avenue edge of the site would break up the dis- site’s northwest corner. This project will add tance between Forest Avenue and Buffalo State critical mass to the residential occupancy of the College and provide the Architecture and Visitors site and enhance the adjacent neighborhoods Center with operating revenues.

Buffalo, New York, May 20–25, 2007 23 The West Side and Forest Avenue edges need • The Architecture and Visitors Center should the most support, with the West Side being the promote efforts to support West Side improve- weakest link. The following improvements are ment, similar to those supported by the Buffalo recommended: Niagara Medical Campus for the Allentown and Fruit Belt areas around that campus. Festivals • Consideration should be given to consolidating and events should be considered, along with a sports uses into an area in the west edge of revolving fund to be used for residential im- campus if Buffalo State undertakes a suggested provement. This revolving fund could be used comprehensive plan. This area could serve in for both the west and the south sides of the site. some form as a park for West Side residents. • A traffic circle should be considered for the in- tersection of Grant Street and Forest Avenue. • The Grant Street edge of the district should be restored to the level of quality achieved on Elm- wood Avenue.

24 An Advisory Services Panel Report Implementation Strategies

he H.H. Richardson Complex is unsurpassed The Richardson Center Corporation in its potential to host diversified opportuni- ties for economic development, public enjoy- The panel makes the following recommendations T ment, and civic identity. The economic bene- to supplement the existing bylaws of the Richard- fits are rooted in the creation of a cultural tourism son Center Corporation. destination, the investment in community revital- Mission ization, and the increase in property values. The The panel recommends the following mission public enjoyment will come from enhanced open statement: “To engage and represent the Buffalo space, social interaction, and educational and cul- community in the reactivation and reuse of the tural activities. The reuse of this monumental site H.H. Richardson Complex and grounds, and the will be of international significance, redefining targeted redevelopment opportunities in adjacent the identity of Buffalo as a leading center of art neighborhoods.” and architecture. Structure Implementation will require entrepreneurial skill, The panel expects that the corporation should be public leadership, and market support for the mix a not-for-profit corporation—probably a 501c(6). of uses recommended for this site. The panelists The corporation might also create a subsidiary to understand that there is a strong undercurrent support cultural heritage and arts promotion and of skepticism and doubt from the broader com- the operations of the Architecture and Visitors munity about the likelihood that progress will Center—probably a 501c(3). The panel recom- be made. As a result, the panel recommends mends that the corporation have a representative the following: and diverse board of directors. The chief execu- tive officer and staff should have the following • Bring a sense of urgency without expediency to skill sets and responsibilities: every aspect of implementation. It is not un- common for the implementation of big ideas to • Development skills; get mired in jurisdictional processes, special in- terests, and unforeseen circumstances. The • Financial skills; broader community can begin to doubt that the • Neighborhood liaison; projected outcomes will ever be realized. In ad- dition, for historic resources such as the H.H. • Project management skills; and Richardson Complex, delays can result in more deterioration of the buildings. That is not to say • Grant writing and fundraising skills. that decisions should be made for the sake of ex- Tasks pediency. Progress should be measured in terms The panel recommends that the corporation as- of achieving the goals and objectives of the sume the following tasks: reuse plan. In other words, hurry but do not rush the implementation process. • Engage key stakeholders in an ongoing, partici- patory process from the onset of the redevelop- • Ownership of the property should be trans- ment process. ferred from the state to the corporation for im- plementation of a comprehensive approach to • Finalize the master plan for the site and sur- redevelopment and reuse of the property. rounding area.

Buffalo, New York, May 20–25, 2007 25 Key Tenets The panel recommends that the corporation follow these key tenets:

• The corporation holds title to the site and all transactions on land leases.

• The corporation acts as a conduit for all public monies.

• The corporation is an active participant in all development on the site.

• The corporation participates in a percentage of the net cash flow from projects. Guiding Principles The corporation should work with its board to adopt a statement of guiding principles. The cre- ation of this statement is an important step in creating a framework for making decisions. The principles will endure through changes in the The extraordinary interior • Conduct and complete a search for a develop- membership of the board and the staff of the cor- spaces offer an excellent ment company to partner with the Richardson poration, providing continuity and stability to the opportunity to produce a Center Corporation. process. Although the panel cannot create these world-class environment. principles for the corporation, the following • Initiate a design competition for the design and thoughts are worth considering: development of the Architecture and Visitors Center. • Produce a world-class environment: Go beyond just the preservation of buildings and create a • Select land adjacent to the site to acquire in place that honors the architectural, cultural, and support of neighborhood redevelopment oppor- historical features that shape the character of tunities. this place. • Encourage economic development: Provide the • Solicit and secure public funding opportunities public leadership and resources needed to stim- at the local, state, and national levels. ulate the private investment that will lead to greater prosperity for the residents of Buffalo. • Identify and solicit foundation support for vari- ous development components. • Allow flexibility for the long term: Agree to ap- propriate responses to unforeseen conditions • Work with a development partner to establish a and opportunities. project pro forma that represents a long-term, sustainable economic development opportunity. • Clearly define priorities: Agree on how multiple priorities will compete for limited resources to • Negotiate development agreements that gener- achieve the vision for the Richardson Complex. ate revenues which endow the Richardson Cen- • Create an inclusive, open, and transparent ter Corporation and its subsidiaries, in order to process for making decisions. implement their missions. A Comprehensive Approach • Ensure ongoing property management and Under the comprehensive approach to imple- maintenance on site. mentation, many items can be initiated in the

26 An Advisory Services Panel Report near term. They are listed below. It will be im- portant for the corporation to demonstrate prog- ress and establish credibility and confidence in this endeavor.

• Redevelopment/reuse projects:

• Developer selection process;

• Community input;

• Preparation of reuse plan; and

• Public investment.

• Economic investment incentives:

• Tax credits;

• Public improvement fee; and

• Expedited approvals and permits.

• A clean and green program, in which the follow- expands the level of participation and informs the Interior condition of the ing tasks are undertaken: work of the corporation. complex. • Clean and stabilize buildings.

• Clean grounds and improve landscaped areas. Architecture and Visitors Center Under the comprehensive approach to implemen- • Carry out aggressive litter collection and graffiti removal. tation, many items can be initiated in the near term. One such example is the proposed Architec- • Implement streetscape improvements. ture and Visitors Center. It presents a number of opportunities, including the development of archi- • Improve signage and site lighting. tecture-based tourism and the generation of in- • Special events and activities that accomplish creased local interest in the city’s architectural the following goals: heritage, leading to a broad base of support for civic design excellence. • Celebrate art and architecture.

• Reinforce branding of the Architecture and To take full advantage of these opportunities, the Visitors Center. panel recommends a number of short-term strate- gies as well as several longer-term models. To- • Create physical and virtual connections to the gether they represent strategies for the following city, region, country, and world. efforts:

Furthermore, the panel recommends that the cor- • Building capacity at the grass-roots level to poration set up a number of working groups, each support architecture and design; led by two board members and involving a cross- section of community participants. The working • Developing a civic culture that understands and groups could be organized around implementation supports design excellence; and elements such as preservation, marketing and special events, arts and architecture, education, • Generating enthusiasm that will support rede- and neighborhood revitalization. This approach velopment efforts at the Richardson Complex.

Buffalo, New York, May 20–25, 2007 27 The panel found two models for longer-term ef- • Occasional “hard hat” tours so people can see forts that seem particularly appropriate, one large progress for themselves; and and one small: • A base of potential volunteers, developed • Large: The Chicago Architecture Foundation was through the architecture and planning program founded in 1966 as part of an effort to save H.H. and other stakeholder organizations. Richardson’s Glessner House, one of the oldest residences in Chicago. It has an annual budget The Architecture and Visitors Center should be of about $7 million and is arguably the most suc- seen as an opportunity to support and reinforce cessful program of its kind in the country. this and future efforts. It provides an opportunity for both the celebration of Buffalo’s architectural • Mission: To advance public interest and edu- history and the creation of a civic culture that sup- cation in architecture and design. ports design excellence. The panel recommends that the center promote knowledge of the city’s • Activities: Exhibits, lectures, classes, tours. architectural achievements while creating a cul- • Small: The Nashville Civic Design Center was ture of design awareness that will facilitate future founded in 2000, following a five-year effort by a success through various activities: group of local architects and interested citizens • The promotion of architectural landmarks to build support for such a center. Although it through marketing and tours; has nowhere near the public profile and influ- ence of the Chicago Architecture Foundation, it • In-depth exhibits on architecture, landscape ar- has already demonstrated some noted success chitecture, and other aspects of civic design, fo- in developing public support and involvement in cusing not only on Buffalo but also on subjects civic design projects. of local interest such as waterfront development and adaptive use; • Mission: To elevate the quality of the built en- vironment and to promote public participa- • Public education on design topics through lec- tion in the creation of a more beautiful city. tures, symposiums, and classes for both lay and professional audiences; and • Activities: Educational programs, design con- sultation, research. • Development of proposals for specific projects, such as infill developments or civic spaces, The creation of institutions like these takes time through activities such as student design stu- and a broad base of community support, and we dios and public design workshops. recommend that the board visit these and other centers to learn from their experiences. The potential benefits of these activities include improved quality of the built environment in Buf- In the meantime, the establishment of the Archi- falo through increased understanding and aware- tecture and Visitors Center can be used to begin ness among the city’s civic leaders, citizens, and laying the groundwork for future success, starting design professionals and the facilitation of her- with the establishment of the center within build- itage tourism. ing 45 as soon as adequate rehabilitation can take place. In preparation, the panel recommends that the board create a task force to develop and imple- ment a program of outreach activities: • A Web site to act as a conduit for information about the redevelopment effort; • Exhibits and public meetings that provide op- portunities for people to see what is being pro- posed and to ask questions;

28 An Advisory Services Panel Report Conclusion

he panel believes that the H.H. Richardson vision and leadership will be essential attributes. Complex has five outstanding attributes The staff must be driven by a sense of purpose that, taken together, offer a singular and mission and come to the table with a broad T prospect for future community success: range of experience and world views. The ideal candidates will embrace challenge and have • The history and combined efforts of Richardson proven track records of innovation and creativity. and Olmsted, which elevate this site and its im- These candidates will have a history of results, not portance to the community to a preeminent simply maintenance. Finally, the city and the cor- level; poration must be given the freedom and tools to • The ability to accommodate unique develop- aggressively seek the best solutions that promote ments of international, national, and regional and advance the civic vision. significance; The private sector must be completely on board • The opportunity to retain and reuse the eight with the new vision, and the city must work main residential and administrative buildings closely to find, create, and ensure the achievement (Richardson Complex), given their relative con- of win-win solutions to development issues. The dition and their contribution to the site; private sector must be an active and integral part of the civic development team. The city and the • The opportunity to create a sustainable reuse corporation must study the ways in which the program that includes a mix of uses that re- great American cities came into being, then exam- spond to well-documented community and mar- ine the respective roles of public and private sec- ket demands and needs; and tors and determine what parts of that history are applicable today. • The potential to leverage these developments to open the adjacent neighborhoods in a manner The city and the corporation are purveyors of civic that provides positive energy to the site and al- leadership and therefore have the opportunity to lows the neighborhood residents and businesses lay the groundwork for what happens for genera- to enjoy all that the site and its buildings have tions. The city is also the keeper and implementer to offer. of civic visions. It must be wise and thoughtful in how it makes policy, and it must base its decisions The panel challenges the public and private civic on the understanding that every decision affects leaders of Buffalo to join in implementing a new the lives of residents’ children and their children. vision for the future. The H.H. Richardson Com- The corporation must be expansive in its vision, plex has the opportunity to become an active place clear about its mission, firm in its convictions, where people want to live because of the quality committed to principled action, steadfast in its of architecture and the special destinations to be willingness to seek creative and ambitious solu- found here. The city must embrace a vision of the tions, and assertive in its purposeful leadership. future that is beyond everything that has been Great civic leadership, public and private, is the discussed in the past. The city must fully embrace stuff of legend in America. The panel challenges the belief that it can be whatever it chooses to be. the city to join those legendary leaders in mak- To do so, the city and the Richardson Center Cor- ing history. poration must search for and retain the best possi- ble team. In addition to high-quality management,

Buffalo, New York, May 20–25, 2007 29 About the Panel

Mike Higbee Community Economic Development, and the Na- tional Council for Urban Economic Development. Panel Chair Indianapolis, Indiana John F. (Jack) Crowley Higbee is president of Development Concepts, Inc. Athens, Georgia (DCI), a development services company that works with private and public sector clients. Before Crowley, a planner, designer, architect, and devel- forming DCI, Higbee served as director of the city oper, just completed ten years as dean of the Col- of Indianapolis’s Department of Metropolitan De- lege of Environment and Design at the University velopment. During his tenure, he was the city’s of Georgia. The college houses the largest pro- point man for several important projects, includ- gram of landscape architecture in the United ing the $700 million Circle Centre Mall, the lower States. Crowley began as an urban renewal plan- canal improvement project, and the negotiations ner, director of planning for a small town, and for the $1 billion United Airlines maintenance fa- chief planner for Oklahoma’s state parks. In the cility at Indianapolis International Airport. 1980s, he served as vice president of development for a subsidiary of the Williams Companies and As a consultant to the city of West Lafayette, built large downtown projects such as Tulsa’s Indiana, Higbee helped implement a public/private Williams Center, Denver’s Tabor Center, Phase II partnership for a $50 million mixed-use develop- of Kansas City’s Crown Center, Charlotte’s Inde- ment project. In Bloomington, Indiana, he helped pendence Center, and San Antonio’s Rivercenter. facilitate the redevelopment of the Thomson Con- Crowley served as director of the Oklahoma De- sumer Electronics plant—a vacant 200-acre indus- partment of Transportation in the early 1990s be- trial site with more than 2 million square feet of fore returning to Georgia as dean. He consults on space. He coauthored state legislation that enabled real estate development for the Williams Compa- the city to offset high predevelopment costs by nies and for clients throughout the southeastern capturing local and state tax revenues. United States and Central America. His graduate degrees are in regional and city planning and In 1996, DCI codeveloped a $7 million affordable urban geography with research in urban storm- housing development in Gary, Indiana—the first water engineering. privately led development initiative in the city in more than 20 years. The firm currently is develop- Crowley contributes considerable time to pro ing three housing projects that have more than bono urban and civic design for cities and towns 320 residential units. Higbee has been involved throughout Georgia and the southeast. He con- with redevelopment projects in Durham, North tinues to develop and own real estate projects, Carolina; Wichita, Kansas; and several commu- serves on numerous boards and commissions, and nities in northwest Indiana. His company is in- consults. Recently he completed a $130 million volved with the redevelopment of the Central technology office structure in Tulsa. Presently, State Hospital in downtown Indianapolis. he is advising the Williams Companies (Tulsa) on a large mixed-use project in Florida and the Higbee has a bachelor’s degree from Purdue Pechanga Development Corporation on a $200 University and is an active member of the Urban million resort and casino complex in southern Land Institute, the National Congress for California.

30 An Advisory Services Panel Report Crowley is a member of many development and quantify the impact of proposed inclusionary hous- conservation organizations, such as the Urban ing policies in Arlington and Alexandria, Virginia, Land Institute and the Nature Conservancy. He is and in the District of Columbia. a member of the American Society of Landscape Architects and is fellow of the American Institute She has supported BAE’s work in New York City, of Certified Planners. including research on competitive supply for the High Line and the East River Waterfront Es- Abigail Byers Ferretti planade. She investigated market support for the reuse of the Historic Williams Ordinary in Dum- Silver Spring, Maryland fries, Virginia; the Monumental Church in Rich- mond, Virginia; the Bostwick House in Bladens- Ferretti, vice president at Bay Area Economics burg, Maryland; and the Marine Hospital in (BAE), specializes in market and financial analysis Louisville, Kentucky. She assessed the impact of and economic development planning. Working the Maryland Independent College and Univer- with public institutions to help manage real estate sity Association and the Johns Hopkins Institu- and future planning, she provided market inputs tions on Maryland’s economy. to the planning efforts of the town of Bladensburg, Maryland. For the U.S. Navy, she provided de- Before joining BAE, Ferretti worked for the Bal- tailed case studies of best practices and trends in timore County Department of Economic Develop- the disposition of surplus federal properties. For ment as a revitalization specialist. She holds a the Howard County Route 40 corridor and the B.A. in political science and economics from Wash- Uptown/Shaw and Georgia Avenue/Petworth cor- ington College and an M.B.A. with a concentration ridors in the District of Columbia, she prepared in finance from Loyola College. commercial revitalization analyses that detailed the level of new supportable development. For Charles Johnson IV transit-oriented development planning projects in downtown Baltimore, central Maryland along U.S. Chicago, Illinois Route 1, District of Columbia neighborhoods, and Johnson is a nationally recognized consultant with inner-ring suburbs in Prince George’s County, more than 22 years of experience in convention, Ferretti used market conclusions to produce de- sports, hospitality, and general real estate con- tailed financial analyses, helping to project future sulting. Before forming Johnson Consulting, he revenues and subsidies needed to support more worked for the Chicago-based real estate develop- intensive development efforts. ment firm, Stein & Company, which was designer Ferretti provided housing market and needs and builder for the expansion at McCormick Place assessment reports for both the Greensboro in Chicago. Prior to that, he was national director of KPMG Peat Marwick’s convention, sports, and Housing Consortium’s and the Asheville Regional leisure consulting practice. Housing Consortium’s five-year consolidated plan updates. For Hopewell, Virginia’s Strategic He served as program manager for the Puerto Neighborhood Plan, she evaluated the housing Rico Convention Center District project in San market and analyzed surveys that measured resi- Juan for four years and successfully guided that dents’ satisfaction with their housing and their project from an idea to a highly regarded 110-acre neighborhoods. She conducted focus groups with urban redevelopment project. He has worked on area residents and analyzed market conditions in the expansion analysis of the Buffalo Conven- downtown Hampton, Virginia neighborhoods. She tion Center, analyzed the merits of the Buffalo- compiled and analyzed housing market and demo- Niagara partnership buying a World Trade Center graphic data as part of a citywide housing market license, and analyzed redevelopment options for analysis in Hartford, Connecticut. Ferretti also the successful bidder for developing Buffalo’s prepared financial development models used to Inner Harbor, Opus East. Johnson has worked on

Buffalo, New York, May 20–25, 2007 31 more than 600 public assembly and urban develop- Paula Konikoff ment consulting assignments in the United States and abroad. New York, New York Konikoff is a member of the Appraisal Standards James Kienle Board and an independent professional real estate consultant with 20 years of experience providing Indianapolis, Indianapolis clients with advisory, valuation, and other real es- Kienle has spent the majority of his 40-year archi- tate consulting services. The scope of her practice tectural career specializing in preservation and ranges from designing and conducting due dili- urban design, bringing new life to historic struc- gence investigations on properties to conducting tures, campuses, small town main streets, and and evaluating property appraisals and advising urban environments. He formed James T. Kienle private and public institutions (both owners and & Associates in 2003 to concentrate his design tal- lenders) in connection with the acquisition, devel- ents and his passion for historic preservation on opment, and disposition of their real estate hold- preservation architecture and urban design. The ings, as well as their fit within a real estate port- former vice president and national director of his- folio. Konikoff has been retained to provide such toric preservation for HNTB Corporation, Kienle services concerning properties throughout the has significant experience in master plan develop- country and abroad. Her work is informed by ment, historic structure assessment, and preser- her broad national and international experience, vation design of residential and commercial facili- which enables her to provide an unusually com- ties, recreation and entertainment venues, and prehensive analysis that is particularly valuable many significant public buildings. They include when dealing with the growing number of in- the Indiana and Kentucky state capitols and such vestors and lenders whose portfolio investments General Services Administration projects as the in real estate are increasingly evaluated on both Old Executive Office Building and the Design Ex- a national and a global level. cellence project at the Mary Switzer Building in Before establishing her independent real estate Washington, D.C. His projects have received nu- merous local, regional, and national AIA, civic, advisory practice in 1993, Konikoff was director and other institutional awards. of National Real Estate Valuation Services at KPMG. She joined KPMG after having served as Kienle has served on the Indianapolis Historic president of The Hudson Group, a national real Preservation Commission, the city’s regulatory estate consulting and appraisal firm. Previously, body for 14 historic districts, for ten years—the Konikoff was an attorney in private practice at last eight as president. This experience provides the Philadelphia law firm of Dilworth, Paxson, him with the opportunity to deal with a wide Kalish & Kauffman, where she worked in both range of preservation issues across different proj- the real estate and corporate law practices. ect types and urban design applications. He is the chair of the Urban Design Committee for AIA In- Konikoff is an adjunct professor at New York Uni- dianapolis and has been highly involved in the de- versity, where she has taught graduate and under- velopment of urban design guidelines for the Indi- graduate courses on real estate finance, real es- anapolis Regional Center initiative. tate markets, and real estate appraisal. She is an instructor for the Appraisal Foundation as well, Kienle is viewed in his community as one who has where she conducts programs on standards of ap- forged the way in historic preservation in his praisal practice and on ethical rules for profes- work, his leadership, and his mentoring. He has sional appraisal. In addition, she develops and pre- received special recognition from the governor of sents real estate valuation seminars for continuing Indiana, AIA Indiana, and the Indiana Architec- education credits for certified public accountants tural Foundation for his pioneering work in his- and attorneys. She has also served as an expert toric preservation. He was made a fellow of the witness in a variety of cases in which real estate AIA in 2004 for his work in preservation design. valuation and damages issues have come into dis-

32 An Advisory Services Panel Report pute, including the bankruptcy of Livent, an inter- from ten to several thousand acres. He was ap- national owner of live theater properties, and sev- pointed by the governor of Michigan as chairman eral matters in which she was retained by the of the State Board of Landscape Architects. Securities and Exchange Commission to testify regarding the value of developments in California Núñez received his Bachelor of Science from that were funded in part by Mello-Roos bonds. Pennsylvania State University in 1976. He has She was also qualified by the court as an expert in served on a number of ULI Advisory Services pension real estate portfolio investments in JMB panels, including one held for the Dorothea Dix v. Cadillac Fairview. Hospital in Raleigh, North Carolina. Konikoff has served as a member of several Ap- Christine L. Saum praisal Institute committees and other profes- sional organizations. She is also a member of the Washington, D.C. Real Property Law Committee of the Association Saum is a licensed architect and works for the Na- of the Bar of the City of New York and is chair of tional Capital Planning Commission (NCPC)—the its program subcommittee. public agency that conducts planning for all fed- Konikoff earned a B.S. from Temple University eral facilities in the Washington, D.C. region. She and a J.D. from Villanova University School of is director of the Urban Design and Plan Review Law. She is a frequent speaker and author on ap- Division, attempting to bring a high level of de- praisal and other real property issues. Before her sign excellence to the federal presence in Wash- ington. Before her work at NCPC, she served for appointment to the Appraisal Standards Board in ten years as the director of the Mayors’ Institute January 2003, she presented seminars on stan- on City Design, a project of the National Endow- dards of practice, ethics, and valuation issues in ment for the Arts. litigation for the Appraisal Institute. In all of this work, Saum has focused on creating Ralph L. Núñez vibrant downtowns and on helping lay people un- derstand the issues of urban design and how they Southfield, Michigan can work for better built environments in their own communities. Most recently, she has been dis- Núñez is president of DesignTeam Limited, a full- tressed by the sprawl of the federal government service planning and landscape architectural firm. outward from Washington and the harm that is He directs multidisciplinary teams in broad-based doing to the beautiful landscapes of northern Vir- problem-solving assignments. Each solution is de- ginia, the Shenandoah Valley, and the Maryland veloped through a highly interactive client-consul- countryside. At Harvard she studied urban and tant relationship that balances client goals and fi- regional planning as well as sustainable develop- nancial objectives with environmental, regulatory, ment, focusing particularly on ways of sustaining and market conditions. The DesignTeam was es- business and agriculture in smaller communities tablished specifically to meet the demand for effi- so they can resist the powerful market forces of cient consultant support. ever-expanding residential development. Núñez established the firm in 1984 in Houston, Texas. He has successfully designed, planned, and Doug M. Wrenn managed multimillion-dollar redevelopment proj- Germantown, Maryland ects and has a multidisciplinary background spe- cializing in land planning, landscape architecture, Wrenn is a principal with Rodgers Consulting, and land development. His responsibilities in Inc., where he directs the firm’s work on a broad these areas have encompassed the master plan- range of urban planning and site development ning of residential communities; park and recre- projects. Before joining Rodgers Consulting, ation amenities; and commercial, industrial and of- Wrenn was the director of redevelopment pro- fice campuses, and resort developments ranging grams for Montgomery County, Maryland. He was

Buffalo, New York, May 20–25, 2007 33 responsible for the management of all aspects of reputation for his work on urban waterfronts, ini- the county government’s participation in a $400 tially as author of the Urban Land Institute’s first million public/private partnership to revitalize book on the subject and later as a planning consul- downtown Silver Spring, Maryland. tant on numerous projects. Wrenn has many years of consulting experience He holds a bachelor of science degree in environ- as a land planner and urban development special- mental management and a master’s degree in ist. He has directed multidisciplinary teams on landscape architecture, both from North Carolina large-scale community planning and urban rede- State University. velopment projects for both public and private real estate interests. He established a national

34 An Advisory Services Panel Report

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