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The City of Rensselaer

Downtown Redevelopment Plan

2003-2010

June 2003

Mayor Mark Pratt

Table of Contents Page

CHAPTER 1 Introduction to the Downtown Redevelopment Plan

Introduction 1

Planning Methods 3

CHAPTER 2 Envisioning the Future - Rensselaer 2003-2010

Introduction 5

Section 1: Downtown Redevelopment Policy 7

Policy Implementation 8

Section 2: Future Land Use Plan 19

Design Guidelines 23

Section 3: Conceptual Redevelopment Plans

Central Business District 25

Train Station Area 35

North Broadway/Bath Neighborhood 45

Acknowledgements 51

Appendix

A Citywide Existing Conditions

B Community Prospectus and Market-Based

Development Strategy

C CBD Building Conditions Analysis

D SEQRA

E Riverfront Park Redevelopment Plan

This plan was prepared for the City of Rensselaer and the New York State Department of State with

funds provided under Title 11 of the Environmental Protection Fund.

Introduction

On the shores of the Hudson River sits a quaint American City known as Rensselaer,

New York. The community is passionate, taking pride in their history and waterfront

location. Throughout time, Rensselaer has functioned as a hub for transportation and

distribution related activity. During the 17th Century, Fort Crailo, now operated by the

National Parks Service as a National Historic Landmark, played an integral role in the

settlement of the upper Hudson Valley. Moreover, the song “Yankee Doodle” was

penned in the backroom of the Fort by Dr. Richard Schuckburg, an army surgeon during

the French and Indian war.

Today, the City of Rensselaer is considered the Capital District’s diamond in the rough.

Once again buildng upon its natural strength as a regional transportation and

distribution center, the City is focusing it efforts on becoming the regional hub for rail,

automobile, boat and pedestrian modes of transportation. Recent investments in the

Rensselaer Train Station marked the beginning of the City’s redevelopment efforts. With

great vision and region-wide support, the Train Station is expected to function as the

cornerstone of a multi-modal transportation network and related transit-oriented

development. The Downtown Redevelopment Plan builds on the vision of this project,

integrating the goals and objectives into a larger scaled, city-wide effort.

To further impress upon the region Rensselaer’s importance to the health and vibrancy of

the Capital District, the New York State Department of State (NYS DOS) provided a

$470,000 grant to explore redevelopment options as well as the design and construction

of a waterfront trail. The NYS DOS identified the importance of linking the Rensselaer

Train Station to the waterfront, which will be a conduit for spurring related public and

private revitalization efforts.

The Downtown Redevelopment Plan focuses specifically on the revitalization of three

key areas: the Central Business District, the Train Station Area, and North Broadway/

Historic Bath Neighborhood. However, the primary goal of this document is to provide

an accurate interpretation of the City’s vision, created by both public officials and

citizens, for redevelopment of the existing and future activity nodes.

Development Strategy: Building on Our

Assets, Filling a Regional Niche

The City of Rensselaer is a unique place within the

Capital District. It has a small town, village-like,

feel with all of the assets of a larger urban area.

Rensselaer is walkable, architecturally diverse,

mixed use, compact and human scaled. Moreover,

it is home to the 9th busiest train station in the

United States and the greatest stretch of

underutilized Hudson River waterfront in the

Capital District. In short, Rensselaer is a diamond

in the rough that requires some significant “cuts”

and minor polishing to create a quality place to

live, work and play.

The Downtown Redevelopment Plan is both

visionary and strategic. In order to evolve as the

Capital District’s Urban Village*, Rensselaer must

always consider the impacts that decisions today

will have on the vision for the future. Everyday

decisions are not individual and unrelated; they

are part of the matrix that determines how the

City will function for future generations.

Community leaders should consider the following

principles as essential components of the

downtown redevelopment effort.

1. Change local and regional perceptions of the

City.

2. Work as a unified body of residents, elected

officials and city staff.

3. Strengthen inter-municipal cooperation.

4. Sell the image by recruiting new residents and

businesses.

5. Require good urban design that supports the

existing fabric of the City.

6. Strengthen neighborhoods, respect neighbors.

7. Preserve key historic and environmental

infrastructure.

8. Use all properties for their highest and best

use.

9. Promote the waterfront as the City’s greatest

asset.

10. Educate and involve the public in large scale

planning efforts.

“Rensselaer has so much potential. The key to our

success is reinventing our image at the local and

regional level.”

~ Advisory Committee Member

Broadway looking south today…….

….Our vision of the Broadway Corridor in the future.

* Urban Village’s are typically definable “neighborhood” units

within a larger urban environment such as a major city. In the

case of Rensselaer, the term is used to identify the City’s potential

niche in the Capital District as a whole.

“For years the City of Rensselaer has neglected to

take into account what the residents want. For this

reason, people have developed a negative image of

the community. This Plan represents a change in

philosophy, it interprets their vision of the future.”

~ Mayor Mark Pratt

Planning Methods

The purpose of the Downtown Redevelopment

Plan is to provide the City of Rensselaer with

a blueprint for revitalization and

reorganization of the primary downtown

areas. The Plan is designed to focus on

realistic options for improvements based on

current conditions and assets. At the same

time, many of the goals and strategies are

based on desired future end states that may

be several years and even decades in the

future. For this reason, the City of Rensselaer

is taking small steps toward revitalization that

will lead down a defined pathway to a larger

vision.

The planning process included substantial

information gathering efforts in order to

catalog, identify and analyze the numerous

social, environmental and economic factors

involved in downtown redevelopment. This

information was presented to an Advisory

Committee consisting of city officials,

residents and county and state

representatives. Utilizing their comments, the

City defined cursory goals, objectives and

policies in order to focus the vision of the Plan.

In October 2002, a mini-charrette was held

with residents of Rensselaer at the Rensselaer

Community Center. A short presentation on

existing conditions was provided to ensure

participants had a foundation to work from in

the later stages of the workshop. Several

exercises were facilitated to gather

information from the residents including a

Preferred Development Survey and a visioning

exercise. The remainder of the day was spent

in groups that focused on identifying

redevelopment strategies for the three primary

focus areas of this Plan: The Central Business

District, the Train Station Area and the North

Broadway/Historic Bath Neighborhood area.

Redevelopment recommendations outlined

later in this Plan are based primarily on the

input generated from the public.

“Prepare for today but always plan for the future.”

Planning Methods

Several meetings were held with the

Advisory Committee and city staff to

determine specific details that were most

important such as build-out concepts and

parking demand for the Train Station Area.

Cost estimates were generated for each

recommendation when appropriate.

Phasing and implementation strategies

were generated in order to provide a step-

by-step guide for realizing the

recommendations of the Plan.

Throughout the planning process,

utilization of the Hudson Waterfront was

discussed and recommendations were

generated that will guide the development

of a waterfront trail. It was determined

early on that downtown redevelopment is

directly tied to the future uses on the

waterfront. For this reason, potential

linkages between waterfront and the

central business district, neighborhoods,

and train station were identified.

“We are fortunate to have numerous local and re-

gional projects underway, and in the planning

stages. We have to use a comprehensive approach

to ensure our redevelopment plan is consistent with

the broad regional vision.”

~ City Council Member

“Rensselaer needs to develop a cooperative ap-

proach to planning and development in order to im-

prove our quality of life.”

~ City Resident

Envisioning the Future - Rensselaer 2003-2010

The City of Rensselaer is committed to, and actively

promoting, economic development efforts, social

equity, community enhancement, and environmental

stewardship. The awareness and common desire to

improve the quality of life in Rensselaer is an

evolutionary step for the City. Over the next seven

years, Rensselaer has the potential to become the

Capital District’s premiere “urban village,” providing

residents with small town living in the heart of a major

urban area.

Envisioning the Future provides the blueprint for

Rensselaer’s downtown redevelopment efforts. There

are many concepts in this section that can be

implemented in the short term. Conversely, several

ideas will require a long term approach. In some

instances, the reader may look at the more “visionary”

concepts and think “not in my lifetime.” However, in

the words of Kofi Anan, Secretary General of the

United Nations:

“Many of you will say that we are dreaming. I say,

where would the world be today without dreamers?”

It is important to remember that plans are meant to

interpret a community’s vision of the future and inspire

creativity. This is the first stage in an organic process

leading to significant, citywide revitalization.

Envisioning the Future is divided into three main

sections as described below.

Section One: Redevelopment Policy and

Implementation

This section includes the guiding policy for

redevelopment, the objectives of the policy and the

steps to implement each objective.

Section Two: Future Land Use Plan and Design

Guidelines

This section outlines the recommended future land use

plan for each of the focus areas. A design guideline is

provided to help facilitate high quality development.

Section Three: Concept Plans for Redevelopment

This section introduces the conceptual redevelopment

plans for each focus area. Brief discussions are

provided concerning costs associated with each concept plan and expected timeline for

implementation.

The Focus Areas

Envisioning the Future is focused on identifying

redevelopment options for three primary areas in the

City of Rensselaer. These three areas, further defined

below, are viewed to have the greatest potential for

redevelopment. Moreover, each area can function as a

new central node for neighborhood revitalization.

1. The Central Business District (119 Acres):

The Central Business District (CBD) is defined as the

land and uses from Routes 9&20 north to Herrick Street,

bounded by the train tracks on the east and the rear

parcel lines on the western side of Broadway.

Snapshot of Current Conditions

• Over 80 percent of assessed land use is commercial.

• Several structures, approximately 20 percent, are vacant.

• Most commercial uses do not use upper floors.

• Broadway is the primary corridor, experiencing significant

traffic at the intersections with 3rd Ave., Route 9, and the I-787

Broadway Exit ramp.

2. The Train Station Area (240 Acres):

The Train Station Area is defined as the land and uses

from Third Avenue to the south extending north to

Partition Street, bounded by the railroad right of way to

the west and by Lawrence Street to the east.

Snapshot of Current Conditions

• The primary land use type is residential although the Train

Station is the dominant use due to the various facilities and

parking involved. Significant vacant parcels are present (2

parcels, approximately 6 acres).

• The corridor is poorly configured to handle increased auto

traffic.

• Most structures are in average to poor condition and land

values are depressed.

• Excellent views of the Albany skyline are present.

3. The Bath Neighborhood (40 Acres):

The Bath Neighborhood is defined as the land and uses from the Livingston Avenue Bridge

abutment to the south and to the end of the Barnett Mills parcel to the north, bounded on

the west by the Hudson River and North Broadway on the east.

Snapshot of Current Conditions

• The Bath neighborhood is arguably the most historic area of the City.

• Land uses include a mix of residential, industrial and parkland.

• Significant vacant structures exist to the north of the study area most notable being Barnett Mills (4

acres).

• Traffic flow is hindered due to the railroad alignment and limited ingress/egress points.

Downtown Redevelopment Policy Statement

It is the policy of Rensselaer to create a vibrant, attractive, and enjoyable City. The

identification and revitalization of these areas is the keystone to the City’s future

success. City officials and property owners recognize the need to create a more

pleasurable downtown experience for residents and visitors alike. Increased

attention should be given to aesthetic features, which include landscaping, building

facades and sidewalks. Future development opportunities should be encouraged to

utilize all properties for their highest and best use and strive to integrate into the

City’s existing urban fabric.

Based upon the public input received during the community workshops and the

feedback provided by the Advisory Committee throughout the planning process, the

following objectives were developed to guide the Downtown Redevelopment Plan:

Implementation Objectives

A. Improve the safety and traffic efficiency of Broadway while ensuring adequate

pedestrian areas and clearly defined crosswalks.

B. Re-use vacant lots for uses that advance redevelopment efforts and enhance the

City’s existing urban form.

C. Improve sidewalk and crosswalk facilities citywide to enhance pedestrian safety

and preserve the traditional linkages from City neighborhoods to the focus areas.

D. Restore the historic character and pedestrian scale of the Central Business District.

E. Provide assistance to merchants and owners to improve the appearance of their

property.

F. Improve the shopping experience for residents and visitors by offering common

hours.

G. Develop areas around the train station and on the waterfront for their highest and

best use.

H. Improve opportunities for public involvement in community revitalization efforts.

I. Support multi-modal transportation linkages throughout the Capital District that

will enhance the City of Rensselaer’s position as the region’s central hub.

“For too long now Rensselaer has been

viewed as a community on the ropes.

This effort will refocus our efforts and

guide us towards a common vision.”

~ City Resident

Policy Implementation Plan and Timeline

Rensselaer has identified numerous opportunities for revitalizing its image and re-

energizing city officials and administrators under one common vision in an effort to

spur public and private investments in the urban fabric of the City. The Plan

recognizes the importance of a comprehensive approach to redevelopment and

includes a broad cross section of implementation strategies that will impact the

organization and function of the City as a whole. The ultimate goal is to unite city

officials and the public with the common vision of a revitalized Rensselaer.

Understanding the Policy Implementation Plan

The implementation plan is designed to provide a logical progression of actions to

achieve each objective identified on page 7. Each implementation objective is

accompanied by a graph that represents the implementation timeline. In some

instances, an implementation “step” is a finite point in time such as “Install historic

street lights on Broadway.” However, many implementation steps are long-term and

continuous such as “Encourage building restoration and re-use to be in conformance

with the structures original architecture.” Long-term implementation items are

shown on the Implementation Timeline as a point at which to begin the

implementation process, not as a finite point in time. Therefore, when interpreting this

section of the Plan, it is important to consider each implementation step individually

as well as part of the redevelopment process as a whole.

2010

2009

2008

2007

2003

2004

2005

2006

Implementation Timeline for the Downtown Redevelopment Plan

Objectives

(As Seen on Previous Page)

ABCDEFGH I

Implementation Timeline

Traffic Safety and Aesthetics

on Broadway will progress in

a stepwise fashion, requiring

a phased approach to

implementation. Items one

through four above primarily

outline a concept planning

phase to be completed in the

first year. This will increase

the competitiveness of the

project when attempting to

obtain funds from State and

Federal resources. In year

two of implementation,

efforts to coordinate with the

CDTC and review the

desired redevelopment plan for the Corridor will require meetings and potentially

revisions to the Plan. Then, between year two and four the City will actively apply

for and obtain funding to help pay for the Broadway safety and aesthetic

improvements. Shared operation costs with the City of Albany will be explored in

year four.

Traffic Safety and Aesthetics on Broadway

In order to advance traffic safety and aesthetic improvements on Broadway, the

City must:

1. Review all projects from a comprehensive viewpoint to determine impacts to

traffic flow and aesthetics.

2. Identify at the conceptual level the desired appearance and function of the

Broadway Corridor.

3. Ensure that conceptual plans include the provision of street trees, new

sidewalks, ornamental lighting and clearly marked crosswalks. Concept plans

should include cost estimates for replacing, repairing and consolidating all of

the underground infrastructure.

4. Meet with the Capital District Transportation Council (CDTC) and the public to

discuss plans for the Broadway Corridor.

5. Actively pursue funding resources for implementation such as the

Transportation Improvement Program (TIP) or a combination of resources

including Community Development Block Grant (CDBG) funds, the

Environmental Protection Fund (EPF) and City funds.

6. Review proposed plans for the Broadway Corridor with the public to build

consensus.

7. Implement the improvements identified above.

8. Identify cost savings opportunities, such as shared purchasing and

maintenance options with the City of Albany, to reduce the long term costs

associated with the project (tree replacement, trash cans, light poles, etc.).

Traffic Safety and Aesthetics

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Year

Implementation Item

Implementation Timeline

Rensselaer has numerous

vacant lots scattered

throughout the City. This

can have a negative

impact on the appearance

of neighborhoods, property

values and tax base. The

City of Rensselaer desires

a strategic approach for re-

using vacant lots to

facilitate the

redevelopment effort. In

some instances, this may

be as simple as creating a

community garden or as

complex as consolidating numerous parcels into one large redevelopment opportunity.

In order to have a clear understanding of the number of vacant lots and their relative

importance to redevelopment efforts, the City must complete a report that identifies

each parcel and potential future uses. Implementation items one through six outline

the essential components for the Vacant Parcel Report. This process can be completed

in one year with the help of an intern who has practical GIS experience. Items seven

and eight will require work with the City Council to determine the appropriate fee

system and incentives to be offered to private developers. This needs to be completed

prior to advancement to step nine which is the purchase and transfer of key properties

for redevelopment.

B. Use of Vacant Lots

Vacant lots can be valuable in the redevelopment process. In order to adequately

and efficiently use existing vacant lots, Rensselaer must:

1. Identify existing vacant lots on a parcel map, preferably in GIS format.

2. Determine the highest and best use for each vacant lot in accordance with the

Downtown Redevelopment Plan.

3. Determine if surrounding lots should be considered for consolidation with the

vacant lot.

4. Rank each lot based upon importance to the Redevelopment Plan overall and the

focus area in specific.

5. Identify ownership of each lot.

6. Determine the appropriate approach for re-use, and in some cases acquisition, of

each vacant lot.

7. Set up a fee system to generate funds for vacant lot acquisition.

8. Provide incentives (tax breaks, increased density, reduced parking requirements,

increased height, etc.) for appropriate infill uses for vacant lots.

9. Begin to purchase, consolidate, and auction properties for redevelopment

purposes.

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Year

Implementation Step

C. Pedestrian Safety and Linkages

Rensselaer was designed to be a pedestrian friendly City. Efforts to restore its traditional

urban form and support pedestrian safety and linkages are paramount to Rensselaer’s

future. The City must:

1. Develop a citywide survey of sidewalk conditions.

2. Determine primary pedestrian linkages to the Central Business District, the Train

Station, North Broadway and the Bath Neighborhood, the Hudson Waterfront as well as

other activity centers including parks, churches, and community centers.

3. Identify a prioritized sidewalk improvement program for the City supported by a GIS

map that can be modified as improvements are achieved.

4. Identify appropriate materials for sidewalks in residential neighborhoods versus

business districts and recreation areas.

5. Identify a consistent crosswalk treatment appropriate for business districts,

neighborhoods and recreation areas.

6. Determine the potential for replacing or repairing all underground infrastructure that

can be accessed during sidewalk replacement. Determine if sidewalk replacements can

be part of a larger corridor redevelopment project.

7. Identify and secure funding resources for sidewalk improvements such as the TIP, City

resources, and CDBG.

8. Review opportunities for the development of special assessment districts, such as

Neighborhood Improvement Districts (NIDs), Business Improvement Districts (BIDS)

and tax increment financing zones (TIFs) to supplement the costs associated with

sidewalk replacement.

Implementation Timeline

Rensselaer is a highly walkable

City, making it an attractive and

navigable community for residents

of all ages. As determined during

the public workshop, significant

improvements need to be made to

the City’s sidewalk system in

order to enhance connectivity

between key destinations and

restore traditional urban

character. Implementation steps

one through six above should be

completed as a citywide Sidewalk

Conditions Study during the first

year. Identifying and securing funds should begin in year two. This process will require a

multi-faceted funding strategy that may lump sidewalk replacement into a corridor-wide

project or be part of a private redevelopment package. Therefore, the City will need to rank

each sidewalk replacement area for importance and proceed accordingly. BIDs, NIDs and

TIFs will require additional planning and organization and may not be feasible for several

years. However, they are very attractive options for focusing tax revenues to specific

geographic areas.

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Implementation Step

Implementation Timeline

The Central Business

District (CBD) is expected

to function as Rensselaer’s

traditional downtown core.

The area is compact, highly

walkable, home to several

architecturally significant

structures, and in close

proximity to major

employers, the waterfront

and the train station. This

area is very similar to a

village center in scale,

making it one of the more

unique urban areas in the Capital District. Rensselaer should capitalize on the

assets of this area to create an attractive and diverse business district that is home

to small scale retail uses, walk-in services, civic buildings and housing. It is

expected that this area will require six years to reach its full potential.

Pedestrian Scale and Historic Character of the Central Business District

The Central Business District (CBD) is an excellent location for the development of

an “urban village” that caters to retail, small office and residential uses. To achieve

this, Rensselaer must:

1. Review all projects in this area from a comprehensive viewpoint.

2. Utilize the points system included in the Community Leaders Handbook to

determine the appropriateness of all projects.

3. Implement a street tree planting program for the entire CBD.

4. Utilize pedestrian scaled streetlights in the CBD.

5. Encourage outdoor seating where appropriate for restaurant and related uses.

6. Maintain a consistent building frontage line on all major roads to enhance the

“outdoor room” feeling associated with traditional urban areas.

7. Encourage building restoration and re-use to be in conformance with the

structures original architecture.

8. Provide incentives for compliance such as tax breaks and low or no interest loans

for façade improvements.

9. Allow time limited on-street parking where appropriate and encourage shared

parking lots to the rear of primary structures.

10. Enhance the CBD character with permanent and rotating/seasonal public art.

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Year

Implementation Step

Implementation Timeline

The private sector is

expected to play an integral

role in the redevelopment of

Rensselaer’s downtown.

The image that the City

portrays is essential to

attracting private

investment. Therefore,

significant effort will be

required to present an

investment friendly climate

while at the same time

maintaining and

implementing the vision of

the City. Steps one through three should be implemented within the first year. Every

application that requires review by the Planning Board should be examined for

compliance with the point system in the Community Leaders Handbook. During the

first year, the City will need to set up a framework for steps four and five. By year

three, the City’s Private Sector Assistance Program will be sufficiently efficient and

sophisticated to accomplish steps six through eight.

E. Providing Assistance to the Private Sector to Ensure Success

A successful redevelopment strategy requires both public and private investment.

Frequently, public investment of human and financial resources are required before

private interest is generated. Therefore, in order to encourage private investment in

the focus areas, Rensselaer should:

1. Review all projects in this area from a comprehensive viewpoint.

2. Utilize the points system included in the Community Leaders Handbook to

determine the appropriateness of any projects.

3. Encourage building restoration and re-use to be in conformance with the

structures original architecture.

4. Provide fast track permitting for proposals that are in conformance with the

Design Guidelines provided as part of this Plan.

5. Identify and promote federal and state funding resources for first time home-

buyers and provide local incentives to those locating in the CBD, the Train Station

Area or the Bath Neighborhood.

6. Develop a small business assistance center in the CBD funded through City and

State resources and staffed by volunteers and City staff.

7. Hold bi-annual networking open houses to bring the existing and future business

community together.

8. Work with SUNY and RPI to develop an annual education series focusing on the

basics of business management, marketing and economic restructuring for local

business owners.

Implementation Step

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Year

Implementation Timeline

The City of Rensselaer is well

positioned to restructure its retail

economy over the next three years.

Two key segments, daily services

and destination services, need to be

promoted and enhanced. An

appropriate mix of retail uses can be

supported by local residents and

enhanced by the regional market.

Steps one through three should be

completed in year one. As the

number of patrons increases, steps

four through six will be required for

continued revitalization. The seventh step may occur earlier although the City may want to

hold off on the investment until a critical mass of shop and shoppers is reached. Step eight

will be required to improve the perception of safety in the long run.

Improving the Shopping Experience for Residents and Visitors

Creating a vibrant business district requires dedication and cooperation. The City of

Rensselaer has the opportunity to become a destination in the Capital District that caters to

a specific niche focusing on retail, small office and service related uses. In order to

accomplish this, the City needs to:

1. Determine the preferred mix of uses desired for each of the focus areas in the City.

Recommendations based on market forces are listed below.

2. Develop a Merchant’s Association and/or a downtown revitalization organization that

focuses on information gathering, economic development, promotions and marketing.

3. Identify opportunities for common hours at least two days and nights a week.

4. Develop an off-street shared parking system in each focus area to support multi-stop

shopping.

5. Identify opportunities for cost savings between merchants such as bulk purchasing.

6. Provide a “list of shops” map at each store, or in kiosk form at major intersections, to

increase awareness and comfort of shoppers.

7. Invest in the City’s place-building infrastructure which may include public art and

sculpture, seasonal/promotional banners, decorative walking surfaces, etc.

8. Explore costs associated with increasing security either through the City’s Police

Department or private security.

• Central Business District: niche retail focusing on small restaurants and

bars, artisan shops, daily needs; small professional offices, civic uses and

residential.

• Train Station Area: hotel, transit related retail and services, larger offices

and residential.

• North Broadway: residential, retail focusing on daily needs; restaurants and

bars.

• Bath Neighborhood: niche retail focusing on recreational supplies, restau-

rants and cultural outlets; small offices, light manufacturing and residential.

Implementation Step

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Year

Implementation Timeline

The Train Station and Waterfront areas have

the greatest potential for redevelopment in

Rensselaer. Every effort should be made to

ensure the highest and best use of each

area. The City will have one chance to truly

implement its vision in these areas. The

complexity of this implementation item will

require perseverance and organization to

ensure success. At this time, the City does

not have the resources to allocate a

person(s) to manage this process.

Therefore, a new body, preferably a Local

Development Corporation (LDC) should be

utilized to spearhead this effort. Steps one and two should be completed in year one.

Steps three through eight depend on many factors including market forces and availability

of land. Therefore, this implementation item ,beyond steps one and two, will be

implemented on a project by project basis. The City should set the goal of having this item

completed by year seven although current market forces and existing land uses extend

this timeline to 10-15 years.

G. Support the Development of the Train Station and Waterfront Areas for their

Highest and Best Use

The two primary large scale economic development opportunity areas in the City of

Rensselaer include the lands to the north and south of the train station and the Hudson

River waterfront. In order to support the redevelopment of these areas for their highest

and best use, the City should:

1. Enforce existing and future zoning, and utilize the Community Leaders Handbook were

applicable, to ensure property is developed according to City recommendations.

2. Organize a Local Development Corporation (LDC), a 501c3 not-for-profit, to function as

the primary real estate redevelopment agency for the City of Rensselaer, funded

through CDBG, real estate and project revenues.

3. Identify and rank key parcels at the Train Station and Waterfront areas for

redevelopment.

4. Utilize the LDC to support private development by obtaining key properties, providing

low interest loans and marketing key redevelopment areas.

5. Use the LDC to build relationships with local and regional developers that have a

proven track record for successful projects that reflect the desired build-out of the Train

Station and Waterfront areas.

6. Develop partnerships with State and local governments to enhance the attractiveness

and regional consistency of redevelopment projects.

7. Work with existing landowners to determine their future plans for key properties and

support their efforts to either redevelop the property for highest and best use or sell the

property.

8. Review all proposed plans for redevelopment for comprehensiveness and long–term

feasibility.

9. Ensure all redevelopment plans include adequate public access to the waterfront, train

station, and/or linkages between the two areas.

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Implementation Timeline

Citizen participation is essential

to the success of any planning

process. More importantly, it

helps to educate the general pub-

lic on the many issues facing the

City, increasing their awareness.

In addition, participation helps to

build ownership which leads to

increased pride. Community

pride is essential to improving

the image of the City as a place

to locate a business, own a resi-

dence or visit for shopping. This

implementation item is intensive and requires significant upfront time investments

from the City Planning Staff. However, once a solid foundation of community involve-

ment opportunities is developed, the level of effort required will level off. Within the

first year, the City should be able to complete steps one through three. Costs associ-

ated with web page production and hosting have dropped significantly over the past

several years allowing communities to provide a wide range of information online.

Steps four through six will require organization between the Planning Staff and the

City Council members to bring the issues to each ward. This will increase awareness

and communication at the neighborhood level. Steps seven and eight should be ac-

complished by year three. Volunteers play an integral role in community planning an

downtown redevelopment. The City should be looking for people with a range of skills

including small business assistance, basic computer skills, webpage assistance, mar-

keting and promotions, youth mentoring and city beautification assistance.

H. Encouraging the Public to Participate in Community Revitalization Efforts

Involving the citizens of Rensselaer in the planning process is essential to building

consensus and ensuring success. If a common vision is identified through the public

process, the spirit of cooperation and community will be strengthened. The City should:

1. Outline existing deficiencies or gaps in the City-Community communications network.

2. Identify a range of information distribution options that will improve community

awareness and encourage involvement.

3. Create a webpage that provides a monthly schedule of events.

4. Develop of Citizens’ Advisory Committee (CAC) that represents the voice of the

community and reports directly to the Director of City Planning.

5. Use the CAC as a grassroots information dissemination network for upcoming

projects, plans, community events and merchant’s festivals.

6. Bring the planning process to the neighborhoods through City Council initiated

workshops.

7. Hold a volunteerism open house every six months to highlight opportunities for

involvement.

8. Develop a volunteerism awards program for citizens who dedicate time to downtown

redevelopment and community enhancement efforts.

Implementation Step

12345678

Year

Implementation Timeline

Rensselaer is well on its way to

becoming the Capital District’s

transportation hub. Amtrak has

experienced increased ridership at

the newly developed Train Station.

Future efforts will continue to

improve the Train Station area as an

inter-modal facility. The City of

Rensselaer should continue to work

with the CDTA, the CDTC and

Amtrak to increase ridership and

I. Becoming the Capital District’s Multi-Modal Hub

Rensselaer is positioned to function as the Capital District’s transportation hub. The

Rensselaer Train Station provides the foundation for the integration of additional

transportation types and networks. Ultimately, this effort will bring more people to the

City, support commercial and residential development, enhance the quality of life of

residents and improve linkages throughout the region. In order to facilitate this effort, the

City will need to:

1. Work with Capital District Transportation Authority (CDTA) to determine opportunities

and potential locations for multi-modal (ultra light rail, green buses, bicycles,

pedestrians and automobiles) transportation provisions at the Train Station Facility.

2. Work with the Capital District Transportation Council (CDTC) to ensure the multi-modal

transportation network desired is consistent with existing regional plans.

3. The City of Rensselaer is overburdened by transportation related infrastructure.

Require all infrastructure related to the multi-modal network have minimal impact to the

urban fabric of the City by sharing existing rights-of-way.

4. Outline an internalized commuter transit system that connects future commuter lots,

regional destinations and local stops to the Train Station.

5. Develop a Parking Management Plan to reduce commuter/resident conflicts

surrounding the Train Station.

6. Secure easements and/or improve linkages for pedestrian and bicyclist routes to and

from the Train Station.

7. Actively plan and promote non-automobile links between the City of Rensselaer and the

region, especially the City of Albany, the SUNY East Campus and the RPI Tech Park.

8. Ensure that all efforts to expand the multi-modal transportation network includes

satellite stops or clearly marked links to downtown Rensselaer.

9. Work to secure funds for public sector improvements required to facilitate this

implementation item from the State and Federal Government as well as private

contributions.

123456789

Year

Implementation Step

plan for future inter-modal connections and transportation networks throughout the

Capital District. Steps one through five can be completed in the first year in the

form of a Inter-Modal Hub Feasibility Plan. Steps six through nine will require

continued cooperative efforts to ensure a well designed inter-modal network can be

woven into, and compliment, the Rensselaer’s urban fabric.

Future Land Use Plan

Land use planning in well established urban

areas requires a balance between the

preservation of existing uses and the desire

for redevelopment. The Downtown

Redevelopment Plan provides

recommendations for future land use based

upon input from the advisory committee,

residents and city officials gathered during

the public workshop.

The Future Land Use Plan is not directly

enforceable. The recommendations provided

in the Plan will function as the legal

foundation for future zoning revisions.

Therefore, the suggested future land use plan

provided in this section can not be fully

realized until the official zoning map and text

is updated.

As can be seen on the map to the left, the

Downtown Redevelopment Plan focuses on

the Central Business District, 119 acres, the

Train Station Area, 240 acres, and the North

Broadway/Bath Neighborhood Area, 40

acres. Areas without color shading were not

discussed as part of this planning process.

When the City of Rensselaer updates its

Comprehensive Plan, a future land use map

will be developed for the entire city. It is

expected that the recommendations made in

this Plan will be included in the citywide

future land use plan.

A new land use category, mixed use, was

identified as appropriate for the City of

Rensselaer. Areas designated as mixed use

are suitable, due to existing uses as well as

preferred future development, for residential

commercial, civic, recreational and in some

instances light industrial uses. This mixing

of uses is common to the traditional city form

and supports a vibrant and sustainable

downtown. Performance and design factors

are generally of greater importance than the

use itself in mixed use areas. Therefore,

design guidelines are essential to ensure the

City has the ability to manage

development in an equitable manner.

Train Station Area

Central Business District

North Broadway/Bath

Neighborhood

Recommendations

The Central Business District (CBD) should become the core of the

City and support a mix of retail, service, residential and civic uses.

This area is compact and highly walkable. Land use and zoning regu-

lations should be revised to allow for a horizontal and vertical mixing

of uses in order to create a vibrant city core. The majority of the land

in the CBD is defined as mixed use (beige). The area to the south

(red) is defined primarily as a commercial area, supporting a mix of

retail, services, and office. The orange area is primarily the NYS Divi-

sion of Youth although other non-government offices are present.

For Rensselaer, the CBD has the necessary elements to sustain a vi-

brant downtown (i.e., connective road network, narrow streets, side-

walks, passive parks, mix of uses) . However, significant economic

restructuring will be required to achieve the level of desired activity.

Desired Broadway Design Elements

Desired New Housing Styles

Desired Commercial Design Elements

Preferred Development Survey Results

Recommendations

The Train Station Area is seen as the future inter-modal hub for the

Capital District. Therefore, land use and zoning regulations should

allow for a mix of transit-oriented uses including retail, services and

accommodations, offices, and residential. At the same time, the Train

Station Area transitions into a long standing residential neighborhood

to the east of East Street. For this reason, the properties directly

bordering East Street should be mixed use (beige) in nature in order to

support existing uses as well as provide a new neighborhood center.

The residential neighborhoods (yellow) behind East Street should be

retained and enhanced with new housing options. A mix of

townhomes, condos and small lot single family homes are seen as

appropriate for this area. Ultimately, the Train Station Area of the City

will have a direct and identifiable link to the Hudson Waterfront via

Herrick Street. This link should be enhanced visually, through the use

of consistent design and landscape elements, in addition to wayfinding

signage. Significant land use changes on Broadway and the waterfront

will be required to realize the full potential of the Train Station area as

well as the CBD.

Desired Single Family Residential

Desired Scale for East Street

Desired Residential/Retail Mixed Use

Desired Transit Oriented Mixed

Use

Desired Multi-Family Residential

Preferred Development Survey Results

Recommendations

The North Broadway/Bath Neighborhood Area is very unique and

well positioned to take full advantage of the Hudson River

waterfront. This area can build upon the existing recreational

opportunities provided by the City Boat Launch by extending the

waterfront recreation area to the north (green). In addition, this

area is compact and retains many of the urban elements required

to function as a neighborhood center. Significant acreage in this

area is currently vacant and well suited for development as a

mixed use (beige) extension to the existing neighborhood.

Potential uses may include new residential, office, recreation

related retail and possibly a small hotel. The Barnett Mills

complex (red) will need significant investment for re-use.

However, the structure has excellent potential to function as a

mixed commercial use building that may include small offices,

artisan studios, light manufacturing, such as small scale machine

shops, and possibly a historic interpretive center for the City or

region.

Desirable design elements for

mill redevelopment.

Desirable elements for entry

signage to Bath neighborhood.

Desirable scale and variation of

development in the Bath

neighborhood.

The Bath Neighborhood is seen

as a possible area for events and

festivals associated with the

heritage of the region.

Preferred Development Survey Results

I. Building Scale & Location

a. New construction should have zero set-

back from the street right-of-way or side-

walk when appropriate and consistent

with neighboring structures. Relief from

this provision may be provided for pedes-

trian amenities such as recessed entries or

chamfered corners.

b. New construction in the CBD and North

Broadway/Bath Neighborhoods should be

at least two stories or greater in height and

no greater than five stories. Ideally, the

height and appearance of new structures

should be consistent or compliment adja-

cent structures except in instances where

neighboring properties are not consistent

with the vision of the Downtown Redevel-

opment Plan. Corner buildings may be

taller in height due to prominent location in

the district.

c. New Construction in the Train Station

Area should be at least three stories and

no greater than five stories in height.

d. New construction should extend to both

side property lines except in the case when

a pedestrian connection is provided to ac-

cess rear parking lots.

e. New construction or remodeling should

incorporate roof lines consistent or com-

plimentary to neighboring structures. Cor-

nices at the top of buildings are encour-

aged.

f. Primary entrances should be located on

the front of the building. A secondary en-

trance may be provided to the rear of a

structure when off-street parking is pre-

sent.

g. All sides of the building should be architec-

turally consistent (i.e . building materials,

style, etc.) with the façade of the building

II. Facades

a. Building façades should reflect the turn of

the century style of the City with ex-

pressed desire to maintain the Dutch heri-

tage of the City.

b. The pedestrian zone (2’ to 10’ above the

sidewalk) should have a minimum of 70%

clear glass.

c. All visibly exposed sides of a new structure

should have an articulated base course and

cornice. The Base course should align

with the sill level of the first story.

d. The pedestrian zone should not be ob-

scured to allow visual access to the inte-

rior of the building. Displays that do not

completely obstruct visual access shall be

permitted.

e. A minimum of 35% of the façade for the

upper floors should incorporate glass

openings.

f. Existing windows should not removed or

changed in size unless the proposed

change is part of an effort to restore the

original appearance of the building.. Re-

placement windows should be consistent

with the traditional a

g. No external security devices (coiling shut-

ters, accordion gates, etc) should be util-

ized. Alternative security systems such as

lighting,, alarms, and interior barriers are

to be encouraged when necessary.

The Design Guidelines below were developed based upon the input provided by the public

workshop participants. They are provided specifically for mixed use and commercial areas in

the Central Business District (CBD), the Train Station Area, and the North Broadway/Bath

Neighborhood. City officials should make this guideline available to all developers meeting the

above mentioned criteria to ensure consistency with the Vision of this Plan.

Design Guidelines

III. Materials

a. All new construction or remodeling should

utilize materials such as brick, stone, wood

clapboard, fiber cement or compressed

hardwood siding. Alternative materials

such as vinyl siding or stainless steel are not

encouraged. Larger scale materials should

be limited to the rear or side of the build-

ing when visibility will be limited..

b. Brick selected for new construction or

renovation should respect the color and

style of representative surrounding struc-

tures when applicable..

c. All wood or simulated wood surfaces

should be finished using either stain or

paint.

IV. Signage

a Signage must be located in a manner that

creates a pedestrian friendly atmosphere.

Methods to be encouraged are: attached

to the façade of the building,, painted on

the interior of the first floor façade glass,

hanging signs suspended above the side-

walk, or placement on an awning.

b The size and location of the signs should

respect the architectural elements of the

building.

c Signs painted on the interior of storefront

windows should not obstruct visual access

to the interior of the building.

d Temporary signs should be designed and

placed in a manner that does not obscure

the visual access to the building.

V. Parking

a Off-street parking should be placed behind

or to the side of the building.

b Side parking should be buffered from the

sidewalk or roadway by utilizing a combi-

nation of brick and wrought iron fencing

(no greater than five feet in height) and

landscaping. Fencing should be solid for no

more than three feet from the sidewalk

level.

VI. Entrances, Awnings and Doors

a Multi-pane glass should be used to break

up larger windows when appropriate

b Awnings are allowable and should be con-

sistent with shape of the window that they

are located over. For example, an arched

awning can only be placed over an arched

window and a flat topped arch should be

used over a straight window.

c Awnings should have a triangular or curved

profile.

d Awnings may not be backlit.

e Awning colors and materials should be

consistent with the color scheme of the

structure and compliment the overall ap-

pearance of the urban area.. Bright colors

and materials should not be allowed.

f Doors should allow visual access to the in-

terior of the building. If the door is solid, it

should be painted or stained to accent the

building.

g The primary entrance of the structure

should be clearly identifiable and consistent

with the architectural style of the struc-

ture.

VII. Colors

a The City recommends exterior colors be

consistent with the color palette devel-

oped by The Society for the Preservation

of New England Antiquities. This palette is

available for review at the City offices or

can be obtained at

http://www.spnea.org/.

VIII. Enforcement

a The City Planning Board shall conduct a

consistency review of the modifications to

existing or new structures within the areas

identified above.

b In order to complete the review, a color

rendering is required by applicants prior to

approving any new structure or modifica-

tions of the exterior of the building.

c The City Code Enforcement Officer will

be responsible for enforcing the conditions

identified by the City Planning Board for

site plan and building permit approval.

The Central Business District

(CBD) will be the City’s core

area, home to a mix of uses

including residential,

commercial, civic, and parks/

recreation. The City will

maintain the pedestrian

friendly scale of the CBD and

enhance the appearance and

functionality of all public

spaces. Private land owners

will be encouraged, and

rewarded through incentives

when appropriate, to

cooperatively implement the

community’s vision for

redevelopment.

The CBD retains many of its

architecturally significant

structures, creating a sense

of history and place. The

majority of these structures

should be retained, especially

at key intersection locations.

Other properties that have

little or no architectural

significance and/or are in a

severe state of disrepair,

should be considered prime

locations for infill

redevelopment.

Promoting the Vision

Land Use

Area

Mixed Use Commercial Govern-

ment/Office

Residential

First Floor

Above

Ground

Floor

Retail/

Services

Offices/

Institu-

tional

Light

Manufac-

turing

Warehouse

Central Business District Use Matrix

Uses with a are viewed as appropriate for the land use

area.

Catalyst Projects are essential redevelopment projects that, when initiated, tend to spur

(catalyze) other projects at the public and private level. In the Central Business District

(CBD), many of the catalyst projects are administrative and organizational in nature,

requiring limited capital investments. While downtown redevelopment should be pursued

citywide, the CBD is viewed as an area that can dramatically improve with little investment

or time, acting in the long run as a catalyst for the entire City. The following projects

should be a top priority for the City as the redevelopment process progresses.

Main Street Program

The City of Rensselaer’s CBD requires an organized effort for revitalization. The Main Street Program provides

a time tested format that has proven successful across the United States. The Program is based on four

simple principles: Organization, Promotion, Design and Economic Restructuring. Typically, a community will

develop a Main Street Program as a 501c3 and begin with a volunteer board of administrators. The 501c3

designation will, among other things, allow the organization to accept donations and obtain grants, purchase

property, pool resources and develop a common voice and image for promotional efforts. As the program

advances, it will become necessary to hire a person to manage the Main Street Program. However, it is

highly dependant on dedicated volunteers for success. Funding for the Main Street program comes in the

form of donations, membership dues, and various fund raising events. In some instances, municipal and

political financial support is provided for the first five years. More details, training opportunities and example

success stories can be found at www.mainstreet.org.

2. Broadway Corridor Redevelopment Program - Phase One - $4,500,000

The Broadway Corridor is the primary north/south route in the City of Rensselaer. At the same time, it

functions as the City’s “Main Street.” Therefore, it plays an integral role in the CBD’s revitalization.

Investments in the functionality and appearance of the corridor will achieve many goals outlined in this plan

and create needed revitalization. This sense of progression is essential to attracting private investment to the

CBD. Moreover, the Broadway Corridor Redevelopment Program will promote a sense of place through

common urban design elements such as period lighting, common sidewalk and crosswalk materials, street

trees, and signage. This project should include all sewer, water and stormwater infrastructure replacement.

3. Tree and Landscaping Program - $5,000 Annually

The Broadway Corridor Redevelopment Program will install new trees primarily on Broadway. The remainder

of the CBD will need to install trees in order to create an overall sense of place and restore the City’s urban

forest. Bare root planting programs are becoming popular in many City’s, with tree costs ranging between

$150 and $250 each. The City, residents and merchants will need to work together to ensure the trees are

watered regularly. In addition to trees, the City should start a landscaping/gardening program that allows

merchants or residents to “adopt a planter” in the CBD. The City should provide planters and soil to ensure

consistency throughout the CBD.

4. Building Rehabilitation and Façade Improvements Program - $30,000 Annually

In order to spur private investments in existing structures, the City should develop a Building Rehabilitation

and Façade Improvements Program fund. The City will need to identify and prioritize key structures for

redevelopment. Low or no interest loans should be provided to key properties, starting with the premiere

structures first. Grants of up to $5,000 can be provided in unique instances for structures that are essential to

the overall redevelopment efforts.

The Central Business District

Catalyst Projects

The City of Rensselaer has identified a program for central business district revitalization

based upon public input, market forces and existing conditions. The conceptual plan above

provides an overall detail for the Central Business District Study Area. Pages 28 to 33 provide

detailed concept plans for areas of specific interest identified during the public workshop.

Timeline: 1-6 Years

Responsibility: Public and Private

Involved Entities: The City of Rensselaer Planning Department, Rensselaer County

Department of Economic Development and Planning. New York State

Department of Environmental Conservation (NYS DEC), New York State

Department of Transportation (NYS DOT)

Funding Opportunities: NYS Environmental Protection Fund, Community Development Block

Grant (CDBG), New York State Small Cities Program, New York State Clean

Water/Clean Air Bond Act, NYS DOS Waterfront Rediscovery

Program, Transportation Improvements Program (TIP), NYS Clean Water

State Revolving Fund (CWSRF), Drinking Water State Revolving Fund

(DWSRF)

Central Business District

The Central Business District Redevelopment Plan

Central Business District

Broadway Looking South After

Broadway Looking South Before

Broadway at the Dunn Memorial Bridge Off-Ramp Before

Broadway at the Dunn Memorial Bridge Off-Ramp After

The Broadway Corridor - Phase One

The Broadway Corridor is the primary north/south

route in the City of Rensselaer making it one of the

primary conduits of automobile and pedestrian

traffic. The corridor, in its current condition, ap-

pears deteriorated and lacks a sense of cohesion in

terms of landscape, design and architecture.

Aesthetic and functional improvements to the

Broadway Corridor will play an integral role in the

implementation of the Downtown Redevelopment

Plan. In its current condition, the corridor is not an

attractive place to invest in property, spend time

shopping, or take a walk. Moreover, Broadway

creates a negative perception of the City that con-

ditions residents and visitors to “avoid” spending

time downtown.

Phase One of the Broadway Corridor Program ex-

tends from the intersection of Routes 9 and 20

north to the beginning of the Broadway overpass.

This segment will require a significant overhaul in

order to change perceptions and spur private in-

vestments. The following components should be

evaluated, replaced or restored:

1. Sewer, Water Stormwater Infrastructure

2. Sidewalks and Crosswalks

3. Street Lighting

4. Street Trees

5. Pavement and Curbing

6. Wayfinding Signage

7. Gateway Enhancements

8. Traffic Management Infrastructure (Signals,

Signal Poles, etc.).

Phase One Timeline:

2003-2005

Cost in 2003:

$4,500,000*

Funding Options:

NYS EPF/TIP/NYS/CWSRF/DWSRF/CITY

* Based on NYS DOT unit cost pricing. Includes design, legal

and contingency.

Central Business District

Tree Planting Program

Restoring the CBD’s urban forest will improve pedestrian comfort, enhance overall

appearance and develop a sense of place. Street trees play a critical role in urban areas,

providing shade and windbreak for pedestrian areas. In addition, trees provide a level of

safety by increasing visual friction, which encourages motorists to drive more cautiously or

slowly through an area. Trees would also add a natural feel to the CBD, breaking up the

hardscape (pavement, concrete and buildings) creating a more enjoyable atmosphere to

spend time.

A tree planting program should be funded on an annual basis for areas of the CBD that will

not be planted by the Broadway Corridor Redevelopment Program. There are many options

for tree planting programs available to the City of Rensselaer. Bare root trees have become

popular over the past five years and have proven successful in cities such as Ithaca and

Rochester, New York. Successful tree planting programs require watering on a regular basis

(e.g. daily) . Appropriate tree types for Rensselaer may include a mix of Honey Locust, Red

Maple, Northern Hackberry and Chinese Elm.

Timeline:

Continuous

Cost:

$5,000 Annually

Central Business District

Mill Creek Park Plan

Mill Creek Park is an excellent opportunity for the City

to develop a passive park in its CBD. The property is

currently privately owned and poorly maintained. The

City should either purchase the property or encourage

the landowner to work with the City to improve the

appearance of the property and create a passive park

for employees and residents to enjoy.

Timeline:

2004-2005

Cost:

$100,000 -$120,000*

Responsibility:

City, Private or Combination

*Includes design and contingency. Does not

include shoreline stabilization or water aera-

tion/agitation.

Central Business District

Residential Development Plan - Condominiums and Apartments

The City of Rensselaer’s housing stock in the CBD is older and, in some instances, requires significant

restoration and maintenance. While historic homes are an enjoyable and necessary component of the

urban fabric, there is always a need for newer housing options for those who do not want the challenge

of an older home. The City will need to generate an inventory of vacant properties and dilapidated

structures and determine, where possible, the appropriate type and scale of infill housing.

Providing new and attractive housing that is centrally located within the CBD will help to establish the

critical population mass required to support local businesses and the train station. Housing in this area

will be attractive to young professionals and empty-nesters. A mix of market rate townhomes, condos

and apartments is appropriate for the CBD. The concept above provides an illustrative example of a

possible market rate condominium complex that would be attractive to buyers interested in downsiz-

ing, or housing with low maintenance requirements. A townhouse component, shown in the back-

ground, could be attractive to first time buyers and young professionals that need additional space

without the maintenance requirements associated with a detached single family home. As shown in

this concept, respecting the scale and architectural detail of the neighborhood is essential to creating

an enjoyable place to live and restoring the urban fabric of the City.

Timeline:

2004 - 2006

Responsibility:

City and Private Developer

Residential Development

16 Apartments Rental Range: $700-$800/Month

12 Townhomes Purchase Range in 2003: $150,000-$200,000

30 – 36 Condos Purchase Price: $100,000 - $120,000

Central Business District

Beverwyk Commons - Mixed Use Development

The City of Rensselaer is well positioned to attract future economic development on Broadway. The

opportunities generated by the new train station, future waterfront trail and proximity to Albany will

come together and, with the vision of this Plan, begin to foster a business friendly climate. The Herrick

and Broadway intersection is an excellent location for a mixed use redevelopment project that infuses

new residential and commercial opportunities into the City. Retail and service uses will be frequented

by Train Station patrons, waterfront users, residents and the daily worker population. Housing units

will be attractive to young professionals, possibly two-income couples, who utilize the train for

commuting to work, are employed by the State or at the SUNY East campus. Moreover, they could be

marketed to the new high tech businesses moving into the region as corporate apartments. The big

picture benefit of this project is that it sets the stage for continuing development onto the waterfront as

the next phase. Herrick Street will continue west and this project can phase into a premiere waterfront

development.

Timeline:

2005 - 2007

Responsibility:

City and Private Developer

Residential Development

28 Apartments Rental Range: $700-$900/Month

Commercial Development

40,000 Square Feet Retail and Office Rental Range: $12 –$14 SqFt.

Central Business District

Future City Hall

City Hall is the primary civic structure

of most cities and should be a source of

pride for the community. While this is

not a high priority project today, in the

long run City Hall will need to be

relocated to allow for future

development on Broadway and the

Hudson Waterfront. Therefore, as part

of this plan, a conceptual relocation

plan was generated to help City

officials consider what a future move

could look like.

The proposed location for this concept,

at the intersection of Broadway and

Third Avenue, is centrally located,

accessible to the majority of the

population and close to other civic

uses. While this location is not set in

stone, it does provide the City with a

good example of how relocating City

Hall could work in Rensselaer. In

addition to providing guidance on the

future location, the concept also

illustrates the need for City Hall’s

building and grounds to be well-

designed.

Project Timeline:

2006-2007

Cost in 2003:

$2,500,000*

*Estimate is based on projects of similar

size in similar cities and villages and

includes design and contingency.

Central Business District

Future City Hall

Enlarged view of conceptual plan described on the previous page.

The Train Station Area

One of Rensselaer’s primary goals

is to become the Capital District’s

multi-modal hub. The City will

promote and encourage transit

related uses within this area that

also serve to create a new

neighborhood center. This

transition will require the City to

strike a careful balance between

preserving key neighborhood

scale elements while allowing for

larger, mixed-use developments.

The new transit oriented

neighborhood center can be

achieved by locating the most

intense uses and highest density

developments closest to the Train

Station Area (East Street). The

density and scale of development

should decrease gradually

eastward, providing a steady

transition to nearby residential

areas . For example, properties on

East Street would be the most

intensely developed (i.e., three- to

five-story buildings), while Elm

and Laurence Streets should be

less dense (i.e., two– to three-

story buildings).

Because Rensselaer is already

overburdened by transit related

infrastructure which include the

Amtrak Repair Facility, railroad

right of ways, and state and

federal highways, utilizing

existing rights-of-way for future

infrastructure is critical. This

does not include bicycle and

pedestrian linkages. The goal is

to retain and mend the City’s

urban fabric, enhance its

pedestrian friendly design and

strengthen connections between

the train station, waterfront

and CBD.

Promoting the Vision

Land Use Area Mixed Use Residential Train Station

ROW

Residential

First Floor

Above Ground

Floor

Retail/Services

Offices/

Institutional

Light

Manufacturing

Warehouse

Transit

Related Uses

Train Station Use Matrix

Uses with a are viewed as appropriate for the

land use area.

Not as primary use

The Train Station Area

Catalyst Projects

Catalyst Projects are essential redevelopment projects that, when initiated, tend to spur

(catalyze) other projects at the public and private level. In the early stages, the Train Sta-

tion Area will require a mix of low and high cost projects in the both public and private sec-

tors to spur economic development. The following projects should be a top priority for the

City as the redevelopment process progresses.

1. Organization of a Local Development Corporation

A local development corporation (LDC) is an effective tool for organizing and managing urban redevelopment

efforts. Typically an LDC functions as a 501c3 not-for-profit with a very specific set of roles and responsibili-

ties. In the case of Rensselaer, the LDC should be involved in identifying and acquiring key properties for re-

development, making low interest loans and grants to prospective businesses and managing day-to-day eco-

nomic development issues. Additional information about LDC’s can be found in Section 1411 NYS Not-For-

Profit Corporation Law.

2. The East Street Redevelopment Program- $5,750,000

The East Street Redevelopment Program, as seen on page 39 to 43, will have a dramatic impact on the ap-

pearance and function of the Corridor and increase property values over the course of time. This project’s pri-

mary goal is to improve access, enhance pedestrian safety, create a sense of place and attract private invest-

ments.

3. Reuse of the Hart Hose Fire Company as a Restaurant

The Hart Hose Fire Company building currently sits vacant on East Street. This unique piece of Rensselaer’s

history has excellent potential for reuse as a small café or bistro. The successful redevelopment of this build-

ing will spur future investments in and around the Train Station Area.

4. Restoration of Walter S. Pratt Park - $150,000

The restoration of Walter S. Pratt Park will provide needed public recreation space in the East Street

neighborhood. The Park can provide passive and active recreation opportunities with minimal investment.

The existing wading pool can be restored and/or rebuilt to function as a fountain.

5. Hotel and Office Complex

Redevelopment in the Train Station area will require an anchor project that may include a hotel and small of-

fice center. This project will serve to increase the feasibility of future development efforts in the focus area.

The Train Station Area

The Train Station Area Redevelopment Plan

The redevelopment plan for the Train Station Area is based upon public input, current and

future market demand and good urban design principles. The conceptual plan above provides

an overall detail for the Train Station Area. Pages 38 to 44 provide detailed concept plans for

areas of specific interest identified during the public workshop.

Timeline: 2-15 Years

Responsibility: Public and Private

Involved Entities: The City of Rensselaer Planning Department, Rensselaer County

Department of Economic Development and Planning, NYS Department of

Environmental Conservation (NYS DEC), (NYS OGS), New York State Office

of Parks, Recreation and Historic Preservation (NYS SHPO), CSX, Amtrak,

CDTA.

Funding Opportunities: NYS Environmental Protection Fund, Community Development Block

Grant (CDBG), New York State Small Cities Program, New York State Clean

Water/Clean Air Bond Act, Transportation Improvements Program (TIP),

Clean Water State Revolving Fund (CWSRF), Drinking Water State

Revolving Fund DWSRF).

Walter S. Pratt

Park

Hart Hose Fire

House

The Train Station Area

East Street Redevelopment Plan

East Street Before

East Street After

East Street bounds the Train Station

Area on the east side and, therefore,

plays an integral role in the overall

function and appearance of this focus

area. As many residents mentioned

during the public workshop, the

current condition of East Street does

not encourage private investment and

creates a negative perception of

Rensselaer for those who use the

station.

In order to facilitate future

development in the Train Station Area,

a significant public investment in the

East Street corridor will be required.

The installation of a boulevard, as

seen to the left, is one option that will

improve the appearance of the

corridor. Requiring limited land

acquisition due to the existing right-

of-way width, the boulevard design

should be able to handle existing and

projected traffic requirements.

Moreover, this type of improvement

will enhance the area, establish a

gateway to the City and increase

property values and private interest

throughout the neighborhood.

Timeline:

2005-2007

Cost in 2003:

$5,450,000*

Funding Options:

NYS EPF/TIP/NYS SMALL CITIES/

CWSRF/DWSRF/CITY

* Estimates are based on NYS DOT unit cost

pricing. Price includes design, legal and

contingency

The Train Station Area

Redevelopment Concept One - Business Park

The Train Station Area Redevelopment

Concepts one through four, exhibited on

pages 39 through 43, will provide an

overview of the evolution of ideas and

designs for the revitalization of the study

area. One of the first concepts developed

for the Train Station Area was the

construction of a phased office/business

park that could be enhanced by the

proximity to the Train Station. Many

participants in the planning process felt

that proximity to the train station would

increase the demand for office space. In

theory, this area could be attractive for

small businesses or satellite offices that

need to be in close proximity to the

Capital District and have convenient

access to New York City or Boston.

The Train Station Area has exceptional

potential and requires a concerted effort to

market and promote it for future

development. The City will need to

organize a Local Development Corporation

(LDC) to help coordinate any large scale

development effort. One of the primary

tasks for the LDC would be to consolidate

existing parcels for development and work

with CDTA and Amtrak to relocate

parking to other areas in the City or

construct on-site parking structures.

After further review, it was determined

that existing market conditions do not

support significant office development,

Therefore, this concept is at a minimum,

10 to 12 years out on the horizon. In

addition, an office-only concept would

require significant parking structures.

Parking garages are expensive, with an

average per spot cost of $15,000.

Therefore, building heights would need to

be in excess of five stories, and 90 percent

occupied to finance the costs associated

with the parking structure.

The Train Station Area

Redevelopment Concept Two - Hotel and Office Complex

Due to the feasibility concerns

raised with Concept One, the

Planning Committee discussed the

potential of locating a hotel with

conference facilities in the Train

Station Area in addition to a

phased business park. This would

provide an anchor for the focus

area, setting the stage for future

development. A hotel near the

Train Station would serve two

primary purposes. First, the hotel

will fill a needed demand for

accommodations in the Capital

District given the easy access to

the Train Station. Second, it will

make satellite office development

more attractive in the focus area

due to the proximity of

accommodations and the

availability of a small conference

center.

The market in and around the City

of Albany will support the

development of a business class

hotel with approximately 120

rooms, 100 seat conference space

and a small restaurant. As part of

this complex, the first phase of

office development could be

considered once the hotel project is

complete and regularly occupied.

This concept is more feasible in the

short term due to the hotel

component. However, the market

for office development would still

be weak and would require a long-

term implementation. In addition,

the same parking cost issues

raised in with the Phase One

concept would need to be

addressed.

The Train Station Area

Redevelopment Concept Three - Mixed Use

The City of Rensselaer desires a

redevelopment scenario for the Train

Station Area that can be started in

the short-term and continued over

the course of ten years. For this

reason, a third concept was

developed that attempts to capture

several market sectors at once. This

approach, known as mixed-use

development, allows office, retail,

services and residential components

to be integrated as is typical in most

urban areas. This style of

development is similar to what

exists in Rensselaer today and is

expressed exceptionally well in the

Cities of Albany and Saratoga

Springs.

The hotel, the anchor of the design,

would be the first component of this

development plan. The subsequent

phases would allow for a mix of uses

to be developed over the course of

time. This concept also includes

infill development on the east side of

the proposed East Boulevard.

Mixed-use development is beneficial

for several reasons including the

potential for shared parking, the

availability of residents within

walking distance to shops, and a

more attractive and appropriate

scale of development for the City of

Rensselaer. Many of the uses in the

East Street neighborhood will be

able to cater to transit users,

residents and workers. For this type

of development to succeed, the City

will need to invest in the East Street

Corridor in the short term.

The Train Station Area

Redevelopment Concept Four - Mixed Use Development Scenario Two

One of the primary concerns about developing

concept level plans is the feasibility of the

recommendation outlined. This is the reason why

each stage of the Train Station concept plan is

provided in this section. One of the key issues

limiting development in the Train Station area is

the availability of land and landownership. The

areas identified north of the Train Station are

currently used for commuter parking lots to

support the train station. Redevelopment

Concepts One through Three require the existing

parking to be moved to the south side of the Train

Station as well as the construction/continuation of

an underground parking structure.

Existing land ownership issues make the property

south of the train station attractive for

redevelopment in the short term, allowing for the

hotel and a small office complex. Additional out-

parcel retail and service uses with the possibly for

some residential units are possible as part of this

design. The key component of this area’s design

will be creating a sense of place as well as

managing traffic on a restrictive site. The concept

proposed shows the hotel in close proximity to the

Train Station with an office component attached.

The out-parcel development can be phased in over

the course of several years. The installation of an

internalized round-a-bout will allow for access to

an extension of the underground parking structure

as well as the surface lots located to the rear of the

out-buildings. An ingress and egress point would

be needed south of the site, preferably in

alignment with the Third Avenue access road.

The primary concern with this design is the

placement of priority development, and the anchor

that will spur future development, away from the

Herrick Street Bridge and the future redevelopment

areas to the north. This will essentially create an

island due to the perceived and actual separation

created by the Train Station. Moreover, it does not

fully support the desired linkages between the

Train Station, CBD and future waterfront

development. Ultimately, the City desires a highly

accessible urban form that ties all of the key focus

areas together, creating a true Downtown.

The Train Station Area

Artistic Representation of Redevelopment at Full Build-Out

The Train Station Area, which should be considered the

East Boulevard Neighborhood, has the potential to be a

highly attractive, walkable mixed use center for the City of

Rensselaer. The vision illustrated above is based on the

design criteria desired by the City and the reconstruction

of East Street as a boulevard. Moreover, it displays a truly

human scaled, mixed-use development with retail and ser-

vices on the ground floor and residential and office space

on the upper floors. Building heights are limited to four

stories to frame an outdoor room that is so important to

high quality urban areas.

The City will need to revise existing zoning to accomplish

any of the concept plans outlined in this section. More-

over, design guidelines or standards will need to become

an integral part of the City’s site plan approval process.

Fast track permitting and incentive programs should be al-

lowed to encourage developers to support the desired

build-out of the City. This vision is achievable if the City

makes significant strides to ensure high quality design and

a developer- friendly attitude.

The Train Station Area

Commuter Parking and Transportation System

The redevelopment concept plans

provided will all require significant

parking management plans in

order to adequately service the

Train Station Area. A commuter

parking lot system may be feasible

to help mitigate the displaced

surface lot spots. The concept

provided depends on an

internalized transit network that

utilizes the existing railroad rights-

of-way. The use of high efficiency

buses or ultra light rail travel

could link the Station and

commuter lots. There are two lot

possible off-site lot locations that

stand out. Lot A could be located

on the old BASF site. Lot B could

be located on the existing Amtrak

Repair Facility property.

Amtrak and CDTA could

encourage riders to utilize these

lots in the short-term by not

charging for daily use. In the long

term, as demand increases, a

parking fee, lower than the cost for

parking in the garage, should be

implemented.

The commuter transportation

system outlined extends to Albany,

the SUNY East Campus and the

RPI Tech Park. This will create a

regional mass transit network that

supports the City’s desire to

become the Capital District’s Inter-

Modal hub. In addition, it

increases the feasibility of future

redevelopment in the Train Station

Area.

The Bath/North Broadway

neighborhood will be the City’s

first premiere waterfront

neighborhood. Building on the

urban form of the original Bath

neighborhood, this new

neighborhood center will take

full advantage of the Hudson

waterfront. The City will need

to focus on improving linkages

across the train tracks, invest in

beautification efforts and

promote the area to private

developers.

The theme identified for this

area during the public

workshop was a “gaslight

district.” Building on the City’s

history, this distinctive

development scenario will

create a sense of place that

does not currently exist.

The re-use of Barnett Mills is

paramount to the success of

this area. While some parts of

the structure are not usable and

should be demolished, a large

section of the structure is well

suited for redevelopment. The

Bath/North Broadway

neighborhood is in close

proximity to Interstate 90,

making the Mills an attractive

place for small offices.

The City should continue to

improve public waterfront

access in this area by extending

the existing boat launch “park”

northward. Small retail uses

such as non-motorized boat

rentals should be allowed in the

recreational area as well.

The Bath/North Broadway Area

Promoting the Vision

Land Use Area Mixed Use Commercial Active

Recreation

Residential

Not as primary use

First Floor

Above Ground

Floor

Retail/Services

Offices/

Institutional

Light

Manufacturing

Warehouse

Water

Dependant

Uses

Bath/North Broadway Use Matrix

Uses with a are viewed as appropriate for the

land use area.

The Bath/North Broadway Area

Catalyst Projects

Catalyst Projects are essential redevelopment projects that, when initiated, tend to spur

(catalyze) other projects at the public and private level. While not all catalyst projects are

capital intensive, the Bath/North Broadway area requires significant upgrades to spur

private investment. In Rensselaer, the capital investments are required to increase

competitiveness with surrounding towns and cities. The following projects should be

considered high priority actions in order to revitalize the Bath/North Broadway

neighborhood.

1. Barnett Mills Re-Use Feasibility Study - $65,000

While there have been several studies and redevelopment concepts prepared for the Barnett Mills area, it is

essential that the City have a market driven analysis to promote the area to potential developers. This study

should determine the market potential for a mixed commercial and cultural use structure. An Environmental

Assessment Phase One should be completed as part of the study. In addition, the study should include a

structural analysis of the existing buildings to determine which areas are reusable and which should be

demolished. A concept plan with traffic flow and parking should also be prepared.

2. Bath Neighborhood Waterfront Concept Plan - $25,000

The Downtown Redevelopment Plan provides a preliminary concept plan for the Bath Neighborhood

waterfront as part of the overall focus area plan. However, the City should have a guiding document for the

development of the waterfront to the north of the City boat launch, the waterfront trail alignment, parking and

additional passive recreational use areas. This will increase competitiveness for implementation funding.

3. Broadway Corridor Redevelopment Program - Phase Two - $5,000,000

Phase Two of the Broadway Redevelopment Program is essential to the overall success of downtown

redevelopment efforts. As mentioned in the CBD section, the Broadway Corridor is the primary north/south

automobile and pedestrian conduit in the City of Rensselaer. This project should include all above and below

ground infrastructure improvements including sewer, water, storm water management, sidewalks, curbing,

pavement, trees, period lights and pedestrian amenities. The City should coordinate with CDTA to locate

new bus shelters at appropriate locations.

4. Building Rehabilitation and Façade Improvements Program - $25,000 Annually

In order to spur private investments in existing structures, the City should develop a Building Rehabilitation

and Façade Improvements Program fund. The City will need to identify and prioritize key structures for

redevelopment. Low or no interest loans should be provided to key properties, starting with the premiere

structures first. Grants of up to $5,000 can be provided in unique instances for structures that are essential to

the overall redevelopment efforts.

5. Bath Neighborhood Improvements Program - $1,300,000

In order to encourage additional private development in the Bath Neighborhood, “public space”

improvements along Tracey and Forbes Streets will be required. A theme to ensure that lighting,

landscaping, signage and paving materials support the gaslight village concept. Any future roadway or

sidewalk development as part of a private project should conform to the City’s desired appearance. All

streets, sidewalks and required municipal rights-of-way should be deeded over to the City after completion.

A performance bond should be provided buy the developer to the City to ensure all road, sidewalk,

landscaping and amenities are in conformance with regulations and standards set forth by Rensselaer.

The Bath/North Broadway Area

The North Broadway/Bath Neighborhood Redevelopment Plan

The City of Rensselaer has identified a redevelopment scenario based upon public input,

market forces and existing conditions. The conceptual plan above provides an overall detail for

the North Broadway/Bath Neighborhood Area. Pages 48 to 50 provide detailed concept plans

for areas of specific interest identified during the public workshop.

Timeline: 1-7 Years

Responsibility: Public and Private

Involved Entities: The City of Rensselaer Planning Department, Rensselaer County

Department of Economic Development and Planning, NYS

Department of State (NYS DOS), NYS Department of Environmental

Conservation (NYS DEC), New York State Office of General Services

(NYS OGS), New York State Office of Parks, Recreation and Historic

Preservation (NYS SHPO), Army Corps of Engineers.

Funding Resources: NYS Environmental Protection Fund, Community Development Block

Grant (CDBG), New York State Small Cities Program, New York State Clean

Water/Clean Air Bond Act, NYS DOS Waterfront Rediscovery

Program, Transportation Improvements Program (TIP), NYS Clean

Water State Revolving Fund (CWSRF), Drinking Water State Revolving

Fund (DWSRF)

The Bath/North Broadway Area

Bath Landing - Gaslight District

The historic Bath Neighborhood is one of the oldest established settlements in Rensselaer

County. Several significant buildings are still standing with potential for renovation.

Moreover, there are opportunities to improve access to the City boat launch, enhance the area

for recreation, and establish new mixed use structures that respect the architectural style and

scale of the neighborhood. The concept above retains significant structures while allowing

for new and complimentary infill development.

Rehabilitation and New Development Potential

Residential Development

18 Apartments Rental Range: $600-$800/Month

16 Townhomes Purchase Range in 2003: $150,000-$185,000

Commercial Development

Office Space Class B - C Potential Square Footage: 10,000 - 15,000

Retail Space: Potential Square Footage: 10,000

The Broadway Corridor

Redevelopment Program - Phase

Two will have significant impacts

on the functionality and

appearance of the North

Broadway neighborhood. Basic

public investments such as

sewer, water and storm water

management systems will

improve the quality of life for

residents and increase property

values over time. Additional

improvements, such as the

installation of street trees,

sidewalks, period lighting and

bus shelters, will enhance the

appearance of the corridor by

providing a sense of pride and

revitalization as well as increased

pedestrian safety.

Phase Two Timeline:

2004-2007

Cost in 2003:

$5,000,000*

Funding Options:

NYS EPF/TIP/NYS/CWSRF/

DWSRF/CITY

* Estimates are based on NYS DOT unit

cost pricing. Cost estimate includes

design, legal and contingency

The Bath/North Broadway Area

The Broadway Corridor Redevelopment Program - Phase Two

Traffic Calming on North Broadway

The Bath/North Broadway Area

The confluence of Broadway and Washington in the City of Rensselaer is a

dangerous bend that motorists tend to travel through at excessive speeds. The

residents of North Broadway would like to see some level of traffic calming to

increase pedestrian safety and warn motorists of the upcoming bend. A speed

table, pictured above, is one example of a speed reducing technique that could be

successful in this area. A speed table utilizes a slight increase in grade that

would slow motorists before and through the bend. Additionally, modified surface

materials help to identify pedestrian crossings. The image above is provided for

educational purposes and may not represent the exact treatment used at the

Broadway/ Washington bend.

Implementation: This concept is considered part of the Broadway Corridor

Redevelopment Program and therefore will be completed as

part of that project.

Acknowledgements

The City of Rensselaer would like to thank the following community members for

participating in the Downtown Redevelopment Planning Process as part of the Advisory

Committee:

A special thanks to the City of Rensselaer Planning Department for their efforts to ensure

the Plan is both visionary and feasible.

Marybeth Pettitt

Kevin Mclaughlin

Charles Moore

Thank you to the following information resources who assisted in gathering information and

providing insight throughout the planning process.

The City of Rensselaer Planning Board

The City of Rensselaer City Council

The City of Rensselaer Department of Public Works

The City of Rensselaer Police Department

The City of Rensselaer School District

Rensselaer County Planning Department

New York State Department of State

New York State Office of General Services

New York State Department of Transportation

New York State Department of Environmental Conservation

New York State Division of Youth

Capital District Regional Planning Council

Capital District Transportation Commission

Capital District Transportation Authority

The Office of Senator Joseph Bruno

The City of Albany

Amtrak

Acknowledgements

169 Mohawk Street

Cohoes, New York 12203

www.clarkpatterson.com

1-800-274-9000

726 Second Street

Suite 2A

Annapolis, Maryland, 21403

www.thomaspoint.com

Judy Breselor

Joe Fama

Gloria Fonda

Frank Pompi

Brian Stall

Mike Stammel

S. Thyagarajan

Jerry Wainman

Peter Walsh

James Whitbeck

APPENDICES

Citywide Existing Conditions

Community Prospectus & Market-Based Development Strategy

CBD Building Conditions Analysis

SEQRA

Riverfront Park Redevelopment Plan

APPENDIX A

Citywide Existing Conditions

A-1

Appendix A

Inventory and Analysis

Table of Contents

Location A-2

Natural Features

Topography and Steep Slopes A-4

Watersheds, Lakes and Streams A-6

Floodplains A-8

Wetlands A-8

Soils A-10

Community Services

Fire, Police and Ambulance Facilities A-12

Educational Facilities A-12

Parks and Recreation A-12

Transportation Network A-14

Development

Trends A-16

Existing Land Use A-17

Population Characteristics

Population A-20

Age A-21

Education A-21

Employment A-22

Income A-23

Housing A-24

Location (Figure 1)

The City of Rensselaer is located on the eastern side of the Hudson River in Rensselaer

County, New York (Figure 1). The City of Albany lies directly west and the Towns of

North and East Greenbush lie east of the City. The City of Rensselaer is accessible from

the east and west via Interstate 90 and US 9 & 20 which run through the northern and

southern portions of the City, respectively. Interstates 87 and 787, located in Albany

County, link Rensselaer to western and northern New York.

A-2

A-3

Figure 1

Natural Features

Topography and Steep Slopes (Figure 2)

The Hudson River Valley was subject to numerous glacial movements during the

time glacial Lake Albany was occupying the region. Over time, the ice margins

receded northward depositing lacustrine clays and silt, which formed the terraces

and hills that define region today. Figure 2, derived from the USDA’s Soil Survey for

Rensselaer County, provides the locations of steep slopes in the City of Rensselaer.

Steep slopes generally indicate areas where development should be avoided due to

unstable soils. In Rensselaer, areas of steep slope (greater than 15 percent) can be

found in the eastern and northeastern portions of the City and in the area between

Broadway and 3

Street. The majority of the City has slopes ranging from zero to 15

percent. The area directly adjacent to the Hudson River generally has no slope,

which makes these areas conducive to any type of development.

A-4

A-5

Watersheds, Lakes and Streams (Figure 3)

A watershed is defined as the area of land that drains into a particular water body.

The City of Rensselaer drains west into the Middle Hudson River basin. The

Hudson River, which serves as the City’s western boundary, is the main surface

water body in Rensselaer. The Hudson River begins at Lake Tear of the Clouds in

the Adirondacks and terminates at the Atlantic Ocean in New York City.

The major streams in the City of Rensselaer include:

• Mill Creek (DEC Water Index #H-224): Located in the center of the City, Mill

Creek drains into the Hudson River. Mill Creek is designated as a Class C

water body, and therefore, is suitable for recreational use. A study of the

creek conducted by the Department of Environmental Conservation’s Region

4 Fisheries Office in 1934 concluded that the water body was heavily polluted

and contaminated with raw sewage. A more recent study of the creek has not

been conducted since then to determine if conditions have changed.

• Quackenberry Creek (DEC Water Index -225): Located in the northeastern

section of the City, Quackenberry Creek also drains into the Hudson River.

Quackenberry Creek is designated as a Class C water body, and therefore, is

suitable for recreational use. A study conducted in July 1991 by the

Department of Environmental Conservation’s Region 4 Fisheries Office noted

the presence of American Eel, Brown Trout, Common Shinner, Black Nose

Dace, Creek Chub, White Sucker, Rock Bass, Pumpkin Seed, Blue Gill, and

Blue Black Herring.

• Unnamed Creek (DEC Water Index H-228-1): Located in the north of the city,

this unnamed creek also drains into the Hudson River. It is designated as a

Class C water body and is suitable for recreational use, with fish propagation

being the principle use. Studies of the creek conducted in 1934 and 1955

indicated the presence of warm water fish, including minnows, suckers and

American eel.

A-6

A-7

Floodplains (Figure 4)

The City of Rensselaer has 100-year floodplains generally located along the bank of

Hudson River, Quackenberry Creek, and Mill Creek. In the southern section of the

City the 100-year floodplain for the Hudson River extends east to East Street, and in

the northern section of the City it extends to the railroad embankment.

Wetlands

The New York State Department of Conservation (NYSDEC) regulates wetlands that

are 12.4 acres or greater. There are no NYSDEC wetlands located in the City of

Rensselaer. However, federally regulated wetlands not categorized by the NYSDEC

may exist in the City. In order to avoid costly fines and penalties, developers should

contact the NYSDEC Regional Office 4 for permitting information if any wetlands

exist on a proposed site.

A-8

A-9

Soils (Figure 5)

According to the General Soils Map created by the United States Department of

Agriculture for Rensselaer County, Rensselaer's soils are mainly categorized as

Udorthents, Urban, Hoosic and Hudson (see map). The eastern portion of the City,

located between the Hudson River and Broadway is classified as Udorthents. This

soil classification is generally deep, sandy, and moderately well drained. The soil in

Rensselaer’s Central Business District, located between Broadway, East Street,

Partition Street and US Route 9 & 20, is classified as Urban. This soil classification

consists of heavily built-up residential and commercial areas, 90 percent of which is

covered with streets, buildings, and parking lots. The soils in northern section of

the City, Partition Street to the northern and eastern City line, are classified as

Hudson and Hoosic. The Hudson and Hoosic soil classifications are also, generally

deep and well drained.

A-10

A-11

A-12

Community Services

Fire, Police and Ambulance Facilities

The City of Rensselaer’s police department, located at 505 Broadway, provides local

police service to 7,761 residents. Rensselaer’s police department is comprised of 21

full-time police officers.

The City of Rensselaer Fire Department includes both paid and volunteer staff.

Although other communities in the Capital District have begun instituting a similar

approach, Rensselaer’s use of paid and volunteer staff has been a longstanding

policy in the Fire Department. Currently there are 12 full-time and three part-time

paid personnel and approximately 20 active volunteers. The Fire Department

currently operates out of three firehouses:

• Mink’s Firehouse at 959 Broadway;

• J. and Ring Hose Company at 31 Second Avenue;

• James Hill Hook and Ladder at 42 Partition Street.

The Fire Department has four engines (pumper trucks) in active use. In addition to

responding to fire emergencies, the Fire Department is also the first response team

for medical emergencies in the City.

Ambulance service is provided to the City via Rensselaer Volunteer Ambulance as

well as Empire Ambulance, which is a private service provider. Rensselaer

Volunteer Ambulance contracts with Empire to provide emergency medical service

from 6 a.m. to 6 p.m., Monday through Friday.

Educational Faciliies

The Rensselaer City School District maintains two City schools. Currently, the

City’s school district has 1,055 students enrolled in grades K – 12. The Van

Rensselaer Elementary School, located at 199 Washington Ave, enrolls 495 students

in grades K – 5. The Rensselaer Middle High School, located at 555 Broadway,

enrolls 560 students in grades 6 – 12.

Parks and Recreation (Figure 6)

The City of Rensselaer manages 11 parks, 7 playgrounds, 12 basketball courts, and 6

tennis courts. The City’s Department of Public Works maintains the parks and

facilities and the Youth Bureau sponsors and provides programs and activities.

Other community recreational facilities are located in the City, including the Boys

and Girls Club of Southern Rensselaer County and the Rensselaer Community

Center. Both provide a wide variety of recreational and educational services to the

community.

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Transportation Network (Figure 7)

Since the primary mode of transportation in Rensselaer is the automobile,

Rensselaer maintains a well-organized road network. The City’s grid patterned

street system is compatible with its urban character. A linear street grid provides

pedestrians and motorists with many possible paths to reach their destination.

Streets, regardless of design and pattern, are generally classified according to

administrative authority and function; that is who owns and maintains them and

what type of uses they are designed to handle. It is important to understand both

classifications in order to evaluate and plan for future improvements associated

with development.

Rensselaer’s road network is owned and maintained at three municipal levels: City;

State and Federal. Examples of City roads include Broadway, which is a major

north-south arterial in Rensselaer, as well as Washington and Partition Streets. The

State is responsible for Routes 9J and 43. Federal roads in the area include

Interstate 90, which runs east-west across the northern section of the City, and US 9

& 20, which is the City’s main route into the City of Albany.

There are also three functional categories of roads in Rensselaer, including:

• Highways: These roadways provide fast access into and out of a

municipality, typically characterized by limited access. Interstate 90, which

provides accessibility to points east and west of the City, is an example of a

highway in this area. Exit #7 on Interstate 90 is located in the northern

section of the City.

• Arterials: These roadways are designed to accommodate both through

traffic and access to residential and commercial uses located on and

adjacent to the corridor. Routes 43 and 9 & 20 are examples of this

classification.

• Major Access: These roadways generally accommodate traffic from

residential and commercial areas and direct it to the arterials. Roads in this

category include Broadway, 3

Avenue, Partition Street and Washington

Street.

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Development

Trends

Examining new residential building permits is a good indicator of development in a

given area. The chart below graphically depicts the number of new residential building

permits issued per year over the past decade in the City of Rensselaer, Rensselaer

County and the Capital District, which includes Albany, Rensselaer, Saratoga, and

Schenectady counties. It is important to note that data for new residential permits was

interpolated in 1996, 1997 and 2001. Consequently the chart below does not fully depict

building activity over the last decade in the City of Rensselaer. Significant development

has occurred in the northeastern part of the City, which was annexed from North

Greenbush over the last two decades. Partridge Run, a 59 single-family home

development, was built in 1997. Between 2001 and 2002 over 430 new dwelling units,

including condominiums and single-family detached homes, were built in Mansions at

Tech Parks I and II, Evergreen and Patroon Pointe. Additional development in Patroon

Pointe is expected to continue through 2003. The City estimates that no more than six

permits for new residential construction were issued annually in the older city

neighborhoods over the last five years.

Although housing demand is difficult to predict, Rensselaer should consider where

future development should be located as well as what form it should take to respond to

any new residential development demand. The City should strive to ensure that the

goals and objectives of this plan are achieved. Planning locations for future

development can be beneficial to the City for several reasons including:

· Reduced costs for service extensions and improvements;

· Efficient use of existing sewer and water capacity;

· Re-use of existing abandoned or dilapidated structures;

· Increased opportunity for future commercial development in areas accessible to

residents;

· Framework for future community services including park locations and

infrastructure expansion.

New Residential Building Permits

100

1000

10000

City of Rensselaer

10 25 8 14 2 2 2 32 21 2 2

Rensselaer County

421 446 401 358 324 298 305 383 434 337 392

Capital District

2329 2545 2618 2274 1714 1701 1775 2250 2258 2165 2372

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001

Source: Capital District Regional Planning Commission

A-17

Existing Land-Use (Figure 8)

Figure 8 provides the City of Rensselaer’s Existing Land Use Map based on the

County Assessor’s property classification. The table below provides the breakdown

of land uses currently present in Rensselaer. This information is based on data

maintained by the Rensselaer County Office of Real Property.

In all, there are 3,195 parcels representing approximately 2,933 acres in the City of

Rensselaer. Rensselaer’s assessed land value is $27,819,468, while the total

assessed value (including structures and improvements) is $178,840,302.

Residential

Approximately 12 percent of Rensselaer’s total acreage is assessed residential (375

acres). In general, residential development is located in the northern and central

sections of the City. Residential development in these sections of the City tend to

maintain high-density patterns. Parcel sizes are approximately 4,000 square feet

and typically contain two-story structures. According to the 2000 US Census, the

City of Rensselaer has an aging housing stock. The bulk of the City’s residences

were constructed prior to 1939 (56 percent). Residential development in the

northeastern section of City has followed a more suburban pattern with respect to

design and scale. Homes in this area are located on larger lots with a street pattern

made up of collectors and arterials.

Commercial

In the City of Rensselaer 250 parcels are classified as commercial. Commercial

development makes up approximately eight percent of the City’s land uses and

approximately 23 percent of the City’s total assessed property value. Since

commercial uses tend to demand less in public services than residential uses,

maintaining an appropriate balance between residential and commercial land is

critical to minimizing the tax burden placed on City residents. Rensselaer should

Source: Rensselaer County Office of Real Property, 2001

Rensselaer Property Classification Number of

ssessed

Property Code Property Class Parcels

creage

Land Value Total Value

100

GRICULTURAL 0 0 0 0

200 RESIDENTIAL 2175 375 $9,868,350 $56,017,781

300 VACANT 657 961 $3,307,800 $3,497,400

400 COMMERCIAL 250 391 $7,087,550 $41,429,113

500 RECREATION AND ENTERTAINMENT 11 44 $372,000 $482,800

600 COMMUNITY SERVICE 41 169 $1,812,000 $19,516,900

700 INDUSTRIAL 16 284 $2,277,596 $15,329,805

800 PUBLIC SERVICE 25 629 $2,962,672 $42,424,703

900 WILD, CONSERVATION, FOREST 20 80 $131,500 $141,800

TOTAL 3195 2933 $27,819,468 $178,840,302

continue to attract commercial development in the City in order to maintain a

balanced tax base.

Industrial

(Figure 9)

Sixteen parcels, encompassing 284 acres, are classified as industrial uses in

Rensselaer. The majority of industrial property is located in the southern section of

the City. The New York State Department of Environmental Conservation has

identified five, inactive hazardous waste disposal sites located on industrial

property within the City of Rensselaer. They include the former City of Rensselaer

Landfill, Sterling Drug site, and three locations on the BASF site. Figure 9 provides

the locations of the City’s Inactive Hazardous Waste Disposal Sites.

Vacant

Vacant land represents 20 percent of the property in the City of Rensselaer. The 657

parcels classified as vacant encompass 961 acres of land. Vacant parcels in the

northern edge of the City and along the northern banks of the Hudson River may

represent development opportunities for the City to explore.

Parks and Open Space

Parks and recreation areas are important components of a community’s public

facilities. As with any City, parks in Rensselaer provide an opportunity for people to

interact with their neighbors, gather in large groups for events, and participate in a

variety of recreational activities. Additionally, parks provide green and open space

areas that provide scenic and environmental benefits to the community. The City of

Rensselaer maintains both recreational parks and fields as well as urban pocket

parks. Pocket parks are a great way to provide open space in areas of the City that

have limited green spaces.

Currently, Rensselaer maintains 11 parks. They include, James Coyne Memorial

Field, Riverfront Park, Central Park, Eighth Street Park, Lakeview Park, Fort Crailo

Park, the Rensselaer Boat Launch, East Street Park that features a baby pool the

First Street Tot Lot, and parks located at Plum and Tracy Streets.

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Population

Characteristics

Demographic composition

is a collection of

population characteristics

that defines a community.

Future policies, land use,

and development

practices often depend

largely on a community’s

population growth or

decline, age distribution,

educational attainment,

transportation commuting

trends, places of work and

occupation, changes in

income, and household characteristics. The information provided in this section

was gathered from the US Census Bureau and the Capital District Regional

Planning Commission.

Population

Population data for the City of Rensselaer from 1970 to 2030 reveals that the

number of City residents has steadily declined since 1970. Rensselaer’s greatest

population reduction occurred between 1970 and 1980 when it decreased by 11

percent. Population-forecasting figures estimate the City will lose approximately 1

percent per year through 2030. Household size has dropped from 2.42 persons per

household in 1990 to 2.28 in 2000, which is consistent with national trends. Over

the last three decades, the number of households in the City of Rensselaer has

remained relatively steady from 1970 to 2000. However, household projections

anticipate that the number of households will slowly decline over the next 30

years.

A-22

City of Rensselaer Population and Household Growth

2,000

4,000

6,000

8,000

10,000

12,000

Population

10,136 9,047 8,255 7,761 7,669 7,595 7,545

Households

3,272 3,378 3,399 3,397 3,318 3,303 3,292

1970 1980 1990 2000 2010 2020 2030

Source: 2000 US Census.

City Population

2,000

4,000

6,000

8,000

10,000

12,000

1970 1980 1990 2000 2010 2020 2030

County Population

120000

125000

130000

135000

140000

145000

150000

155000

160000

1970 1980 1990 2000 2010 2020 2030

Source: 2000 US Census.

Age

Analyzing age

distribution provides

important

information that will

help a community

adequately

accommodate its

residents with

sufficient public

services. The City of

Rensselaer’s median

age in 2000 was 35

years. The figure below indicates that the City’s greatest population change

occurred in the 45 to 54 age cohort, a 48 percent increase over the past ten years.

The student portion of the population, the 5 to 9, 10 to 14, and 15 to 19 age cohort,

remained steady over the 10-year period. On the other hand, the elderly population

(>65), and pre-school aged children (<5), experienced a slight decrease between

1990 and 2000. For example, the 65 to 74 age cohort decreased by 27 percent, and

the <5 age cohort decreased by 18 percent. While some of these decreases in age

cohorts have occurred due to the overall decrease in City population, Rensselaer

should examine the impacts of lost population in these key age groups and

determine why the reductions are occurring.

Education

The graphs below, derived from the 2000 US Census, reveal that 74 percent of

Rensselaer’s population earned a high school diploma or attained a general

education diploma (GED). Of those who completed high school, 12 percent earned

A-23

Source: 2000 US Census.

Bachel ors Degree

14%

Graduate Degree

10%

High School or

Equi val ent

64%

Associates Degree

12%

High School or

Equivalent

74%

No High School

Diploma

26%

High School Education College Education

City of Rensselaer Education

Attainment

2000

City of Rensselaer Age Distribution 1990-2000

200

400

600

800

1000

1200

1400

1600

1990

657 573 445 538 721 1485 1121 715 320 384 753 409 134

2000

537 561 523 494 452 1199 1233 1061 324 297 546 411 123

< 5 5 to 9 10 to 14 15 to 19 20 to 24 25 to 34 35 to 44 45 to 54 55 to 59 60 to 64 65 to 74 75 to 84 85+

Source: 2000 US Census.

an associates degree, 14 percent

achieved a bachelor’s diploma, and 10

percent earned a graduate degree.

Employment Characteristics

In 2000, the unemployment rate in

Rensselaer County was unchanged

from its 1990 rate of 4 percent, well

below the national rate of 5.3 percent.

Thirty three percent of County’s

residents worked within Rensselaer

County while 66 percent worked

outside the County. The personal

automobile was the chosen means of

transportation to work, 73 percent, with

approximately 15 percent of

Rensselaer’s residents carpooling. The

majority of the City’s residents

experienced an average travel time to

work of 19 minutes.

Major Employers

One of the major employers for

Rensselaer County is New York State,

employing 1,868 County residents.

The City of Albany, located west of the

City of Rensselaer, is the major

employer of the Capital District, and

subsequently acts as the primary

indicator of economic health in the

County and Region. The table to the

right indicates that government,

education, and health service

employers are the main industry

sectors in the County. Employers,

such as Northeast Health, Seton Health

System, Rensselaer Polytechnic

Institute, Rensselaer County, and New

York State, rely on residents of the

County as their labor pool source.

Employment by Industry

The City of Rensselaer’s employment

Rensselaer County

Percent of Employed Persons by Sector

Industry Sector % of Employed Persons

Service - Health 17.6%

Government 16.1%

Service - Education 7.9%

Government - Education 20.4%

Service - Business 4.8%

Retail 6.5%

Retail & Distribution 3.0%

Service - Human 2.3%

Insurance 3.6%

Construction 4.9%

Manufacturing 9.8%

Finance 2.3%

Transportation 0.3%

Greenhouses 0.2%

Retail Service 0.2%

TOTAL 100.0%

Source: Rensselaer County Chamber of Commerce

Place of Work

Work in County of Residence 33.7%

Work Outside County of Residence 66.3%

Means of Transportation to Work

Personal Automobile 2701 73.0%

Carpooled 552 14.9%

Public Transportation 209 5.6%

Bicycle

Walked 162 4.4%

Other Means 13 0.4%

Worked at Home 64 1.7%

verage Time to Work (Minutes) 19.3

Time to Work (Minutes)

<5 108 3.0%

5-9 457 13.0%

10-14 830 23.0%

15-19 862 24.0%

20-24 547 15.0%

25-29 221 6.0%

30-34 338 9.0%

35-39 17 0.5%

40-44 39 1.0%

45-59 85 2.0%

60-89 77 2.0%

90+ 56 1.5%

A-24

by industry for the year 2000 is

outlined in the table on the next

page. Public administration (17.6

percent), education/health service

(17.3 percent), and retail trade (11.8

percent) were the City’s top

employment sectors. This information

reflects the industries in which

Rensselaer residents are employed.

This is not a breakdown of the

industries present in the City,

however.

Today, many Upstate New York

communities have experienced a

decline in the number of

manufacturing and agricultural jobs.

Rensselaer is no exception. US Census figures show that the number of City

residents employed in manufacturing jobs declined between 1990 and 2000,

dropping from 11 percent to 8.4 percent. The agricultural sector has seen similar

decreases, dropping from 35 residents in 1990 to 4 in 2000. This decrease indicates

that the agricultural industry in this region is shrinking. The trend of declining

agricultural workers in New York State is also due, in part, to the consolidation of

farming operations. The sector that has seen an increase in workers is the

education and health industry. In 1990, Rensselaer residents employed in that

sector increased from 14 percent in 1990 to 17 percent in 2000.

Household Income Characteristics

Household income is a

measure of reported

wages earned by an

entire household.

Household incomes,

which should be

confused with family

income, incorporate

the earnings of related

and unrelated

individuals in a

dwelling. A household

can consist of a single

person, a family, a

non-traditional family,

or non-related

persons.

Source: 2000 US Census

The City of Rensselaer Household Income Characteristics

0 100 200 300 400 500 600 700 800

< 10,000

10,000 to 14,999

15,000 to 24,999

25,000 to 34,999

35,000 to 49,999

50,000 to 74,999

75,000 to 99,999

100,000 to 149,999

150,000 +

2000 1990

City or Rensselaer Number Percent of

Employment By Industry Employed Employed Persons

griculture and Mining 4 0.1%

Construction 251 6.7%

Manufacturing 315 8.4%

Wholesale Trade 61 1.6%

Retail Trade 445 11.8%

Transportation 257 6.8%

Information 90 2.4%

F/I/R/E 248 6.6%

Sevices 269 7.2%

Education/Health Service 650 17.3%

Recreation/Entertainment 281 7.5%

Other Services 226 6.0%

Public Administration 661 17.6%

TOTAL 100.0%

A-25

Source: 2000 US Census.

The City of Rensselaer’s median household income was $25,729 in 1990 and $34,730

in 2000. Although the City’s household income appears to have increased

significantly over the last decade, an adjustment for inflation reveals a much more

modest increase. When adjusted to 2000 dollars, the median household income in

1990 is equal to $34,459, indicating near stagnant household income increases for

City residents. The latest US Census shows that the City of Rensselaer experienced

a 60 percent increase in number of households earning $50,000 to $74,999.

However, this comparison does not factor in the effects of inflation and may not

reflect a real increase in income levels within the City. It should be noted that in

2000, the highest percentage of residents were in the $50,000 to $74,999 income

range, whereas the largest percentage of residents fell into the $15,000 to $24,999

income category in 1990.

According to the U.S. Department of Housing and Urban Development (HUD), three-

person households in the Albany-

Schenectady-Troy MSA that earn less than

or equal to $39,950 per year are considered

low-income. Households earning less than

or equal to $25,000 per year are considered

very low-income. Extremely low-income

households earn less than or equal to

$15,000 per year. Based on 2000 U.S.

Census figures, approximately 901

households (47 percent) in Rensselaer earn

less than or equal to $39,950, and therefore,

are classified as low-income residences.

Twenty-seven percent of the City’s

households (512) are considered very low

income, while 30 percent are considered

extremely low income (188 households).

Housing Characteristics

Generally, residential development is the

primary land use in municipalities across

the U.S. After all, part of the “American

Dream” is owning a home. The City of

Rensselaer is no exception. According to

Rensselaer County’s Real Property Tax

Service, 2,175 of the City’s total 3,195 lots

are considered residential land uses

(68 percent).

Rensselaer’s housing stock is largely comprised of single-family detached houses

(39.2 percent) and two-family houses (32.1 percent). A majority of the City’s housing

units were constructed earlier than 1939. Older housing stock presents the City

A-26

Source: 2000 US Census.

Housing Units

Occupied 3397 91.5%

Vacant 316 8.5%

ear Structure Built

1999 to March 2000 26 0.7%

1995 to 1998 65 1.7%

1990 to 1994 99 2.7%

1980 to 1989 285 7.6%

1970 to 1979 230 6.2%

1960 to 1969 289 7.8%

1940 to 1959 637 17.1%

1939 or Older 2095 56.2%

Median Year Structure Built

Tenure

Owner Occupied 1690 49.7%

Renter Occupied 1707 50.3%

Units in Structure

1, Detached 1459 39.2%

1, Attached 131 3.5%

2 1195 32.1%

3-4 373 10.0%

5-9 224 6.0%

10-19 33 0.9%

20 + 302 8.1%

Mobile Home or Trailer 9 0.2%

Boat, RV, van, etc. 0 0.0%

with opportunities and challenges. While older homes often have architectural

details and integrity that are very appealing and worth preserving, they can detract

from the area if the homes have not been maintained well or kept up to code.

Approximately 92 percent of Rensselaer’s housing units were occupied, according

to the 2000 US Census. Approximately 50 percent of all units are renter-occupied

and 50 percent are owner-occupied. The breakdown of owner-occupied versus

renter-occupied properties can offer insight into the condition of the housing stock

and provide insight into the types of programs that will be needed to address any

housing issues currently facing the City. The large number of rental units may

indicate that there is a wide variety of housing options available in the City.

Affordable housing is an important asset to attracting businesses and prospective

employees. Given the close proximity to the State Capital, a major employer in the

region, the City can offer prospective residents a wide variety of housing choices.

However, the relatively high percentage of renter-occupied housing units may

indicate an issue with absentee landlords and the negative impacts that can arise

as a result. Generally, absentee landlords are a concern for communities because

they lack a strong connection to the tenants that occupy their rental units or the

community in which the properties are located. Consequently, buildings may

become run down and lack sufficient maintenance, which can negatively impact the

surrounding neighborhood’s appearance and housing values. The City must assess

whether its concerns about its housing stock’s quality and maintenance are linked

to the type of occupancy (renter versus owner) and determine strategies to address

those concerns.

A-27

APPENDIX B

Community Prospectus & Market-Based Development Strategy

Community Prospectus

Representing the cross roads of New York State,

Albany and its surrounding area was an important

transshipment point on the Erie Canal for goods

traveling between Buffalo, Rochester, Syracuse, and

New York City. Albany’s location on the Erie Canal

made it very successful and attractive to businesses

and people. Surrounding municipalities thrived on

Albany’s success. Up until the late 1700’s the City of

Rensselaer was known as East Albany. Today, with

the decline of industry and manufacturing in Upstate

New York, the Albany area has marketed itself as a

center for technology and research. The City of

Rensselaer looks to take advantage of its proximity to

and join in the success of the City of Albany.

The City of Rensselaer’s market area extends far

beyond its municipal borders. Located on the

eastern side of the Hudson River, in Rensselaer

County, the City is one of four counties in the Capital

District, which include Albany, Schenectady and

Saratoga. The City, County, and Capital District

constitute market areas for different types of goods

and services.

Rensselaer is looking to utilize its assets for future

success. These assets include a compact and safe

Downtown, newly constructed $60 million train

station, long linear waterfront, and proximity to the

City of Albany. Such places hold the key to

Rensselaer’s future as a self-sustaining, family-

centered, 24-hour city.

This Investor’s Prospectus presents key information

about Rensselaer’s market areas to facilitate public

and private investment. Residents, business owners,

local officials, and stakeholders can use this

document to assist the community in attracting

future development.

Contents

Community Prospectus

Overview

Transportation & Access B-2

Safety B-2

Retail B-3

Sports and

Entertainment B-3

Visitor Market B-4

Education B-4

Office Development B-4

Employment B-5

Residential Market B-5

Quality of Life B-5

Who To Call B-6

Market-Based Development

Strategy

Development Strategy B-7

Implementation,

Evaluation and Phasing B-10

Residential Development

Issues and Approach B-12

Conclusion B-13

B-1

across the U.S. There is local

access on U.S. Routes 9 and 20,

which carry traffic across the

Hudson River on the Dunn

Memorial Bridge and connect

with Interstate 787. U.S. 9 is a

north-south route that parallels

the Hudson River.

• Current parking projections call

for the addition of 470 new

parking spaces around the train

station (150 office, 60 hotel room,

24 hotel restaurant, 24 hotel

conference, 15 retail, 197 train

station) .

Key Opportunities

• Downtown could support a

100,000 square foot, 120 room,

business class hotel, located

adjacent to the Rensselaer Train

Station.

• A public-private residential

development approach could

create 40 single-family homes,

46 duplex units, and

approximately 60-180

apartments adjacent to the

Rensselaer Train Station.

• Rensselaer’s vacant storefronts

in the downtown could

accommodate small businesses

that market specialized

products.

• Commuter parking lots located

to the north and south of the

train station could free up prime

development land around the

train station for mixed uses.

Safety

• Rensselaer ranks among the

Capital Region’s safest cities.

The New York State Division of

Criminal Justice Services shows

Rensselaer to have a relatively

low crime rate.

• Rensselaer’s compact and

walkable street layout provides

pedestrians with safe and

accessible routes to their

destinations.

• Improving the appearance of

gateways in and out of

Rensselaer will help to improve

its image, change perceptions

and create a more navigable

city.

• A proposed parking study will

address Rensselaer residents

concern over the increased

demand for parking around the

train station and in Central

Business District.

Transportation and Access

• Albany International Airport is

the major air center for the Capital

Region, Northeastern New York,

and Western New England.

Rensselaer is approximately 13

miles east of the airport.

• Albany International Airport

serves over 3 million passengers a

year, with 135 flights daily.

• The Airport offers scheduled

commuter service from all three

New York City airports (Kennedy,

La Guardia, and Newark) and

Boston. Flying time to Boston or

New York is approximately 45

minutes.

• The Rensselaer train station,

located in the heart of the City, is

the ninth busiest rail station in

the U.S. and serves more than 1

million passengers annually.

• The train station is one of the few

areas in the country where

passengers can travel in all four

directions by train.

• The Capital District

Transportation Authority is the

primary operator and manager of

the Capital Region’s bus services.

The CDTA bus fleet of 231

vehicles serves a 4-county service

area that encompasses some 2300

square miles. Over 750,000 people

live in the service area.

• CDTA’s 44 regular routes are

centralized in a 150 square mile

urbanized area. Close to 40,000

customer boardings take place

each weekday on regular route

buses.

• Rensselaer is well situated within

the regional road network.

Interstate 90, which runs through

the northern section of the city, is

one of the major east-west routes

B-2

Retail

• Rensselaer County retail sales have increased each

year over the past four years. In recent years,

Rensselaer County has experienced an overall

growth rate of 12 percent in total sales.

• The City’s rental rates for commercial

establishments are $6-$13 per square foot.

Key Opportunities

• Recent area enhancements include the development

of an Eckerd store and an Aldi’s stores, recent

construction of a $60 million+

train station,

development of two state office buildings, and plans

for a cogeneration facility ($1 billion).

• Downtown could support the yearly addition of

2,000-4,000 square feet of new retail space in

renovated buildings. Specific retail opportunities

include eating and beverage establishments and

specialty retail stores.

• The development of antique stores, interior

decorating and design products and services, and

specialized services that fit a downtown “village”

environment.

• Transit Oriented Development surrounding the

Rensselaer train station would provide the much

needed mix of residential, commercial, and office

uses.

Sports and Entertainment

• Although Rensselaer is not home to any sporting or

entertainment venues, the city is located directly

across from the City of Albany, which is home to the

Pepsi Arena entertainment complex and a number of

museums and art venues.

• The Pepsi Arena, located directly across the Hudson

River in Albany, is home to the Albany River Rats of

the American Hockey League, the Albany Attack of

the National Lacrosse League, the Albany Conquest

of the Arena Football League 2, and the Sienna

Saints of the Metro Atlantic Athletic Conference. In

addition, the Arena serves as host to a wide variety

of national touring musical performers. The Arena

has averaged 165 events per year.

• The Egg, a world class performing arts complex

located at the Empire State Plaza, and the recently

renovated Palace Theatre host a wide variety of

chamber music and dance concerts, cabaret,

lectures, multimedia presentations, solo performers

and a majority of educational programming.

• The City of Albany is home to two major museums:

The New York State Museum and the Albany

Institute of History and Art.

Key Opportunities

• Proximity to the City of Albany provides an excellent

location for pre- and post-venue gatherings for

sports fans, theatre patrons and concertgoers.

• The City’s waterfront orientation provides an

opportunity to penetrate the regional market in

terms of eating and beverage establishments.

B-3

Office Development

• Rensselaer’s overall market area

includes approximately 7.6

million square feet of top quality,

“A” space representing 40

percent of all the office space in

the region.

• Between 1997 and 2002, the City

of Rensselaer absorbed roughly

1.4 million square feet of office

space.

Key Opportunities

• The office market near the

Rensselaer train station has

good potential for 150,000 square

feet of A-B class office space.

• The Rensselaer Waterfront is

well suited for a mix of office,

retail and residential uses.

• Rensselaer could support the

addition of 5,000-10,000 square

feet of office space per year in

the Central Business District.

Education

• University at Albany (SUNYA),

Rensselaer Polytechnic Institute

(RPI), Sienna College and

sixteen other colleges give

Rensselaer and the Capital

Region a strong college-age

demographic.

• The University at Albany’s East

Campus business incubator,

located just south of

Rensselaer’s city boundary,

provides an array of services to

Capital Region entrepreneurs.

• The University at Albany

annually attracts more than $90

million in external research

funding.

Key Opportunities

• With thousands of students

graduating each year,

Rensselaer has the opportunity

to retain some of these higher

educated potential employees in

the Capital Region.

Visitor Market

• The Rensselaer train station,

located in the heart of the City, is

the ninth busiest rail station in

the U.S. and serves more than 1

million passengers annually.

• Average annual occupancy for

hotels in the Rensselaer area’s

842 hotel rooms, including

Albany and Rensselaer County,

was 69-71 percent in the 1990’s.

• The Fort Crailo Historic site tells

the story of the early Dutch

inhabitants of the upper Hudson

Valley through exhibits

highlighting archeological finds

from the Albany Fort Orange

excavations, special programs,

and guided tours of the museum.

Key Opportunities

• A proposed, one-mile riverfront

trail along the Hudson River

would connect Rensselaer’s

Central Business District to the

waterfront. Walkers, runners, in-

line skaters and cyclists could

use the trail.

• Attracting tourists to the Erie

Canal locks by taking advantage

of the growing movement among

Albany officials and historical

preservationists to restore the

locks of the 175-year-old canal as

a cultural and historic site.

• Newly constructed 80,000 square

foot Rensselaer train station is a

major gateway to the Capital

Region and attempts should be

made to encourage passengers to

remain in Rensselaer for the

duration of their visit.

• The future market for a 100,000

square foot, 120-room, business

class hotel adjacent to the

Rensselaer train station to

capture passengers who travel by

train.

B-4

Quality of Life

• The City was awarded a New

York State Department of State

grant for a Comprehensive

Waterfront Revitalization Plan,

which is comprised of a

Downtown Redevelopment Plan,

Waterfront Trail, and a Sewer

Separation Study.

• A proposed comprehensive

street tree-planting program will

look to improve the image and

marketability of the Central

Business District. Investing in

the urban forest will help to

create a more attractive

downtown.

• The City is moving forward with

a multi-phased infrastructure

replacement program for the City.

Employment

• In 2000, public administration

(17.6%), education/health

service (17.3%), and retail

trade (11.8%) were the city’s

top employment sectors.

• One study named the

following commercial

activities with potential for

success in Rensselaer:

specialized retailers and

dining and entertainment

establishments.

Key Opportunities

• Austin-based International

Sematech, a semiconductor

research consortium, is

building a $403 million

research and development

center at the University at

Albany. Hundreds of new

jobs are expected with

estimated average salaries

topping $80,000.

• The University at Albany is

building a $200 million R&D

center, and semiconductor

equipment maker Tokyo

Electron Limited is planning a

$300 million R&D center at the

university. The Japanese

maker of equipment, which

used to manufacture

computer chips, will bring

more than 300 research jobs to

the state University at Albany

in the spring.

• Tokyo Electron Limited,

known as TEL, could

potentially attract 900

manufacturing jobs and build

a manufacturing plant in the

region.

Residential Market

• New residential amenities

include a waterfront trail

connecting the City’s Boat

Launch Park, Riverfront Park

and Central Business

District.

• Rensselaer currently has low

housing values: more than

three-fourths of the owner-

occupied units in the City

have values under $100,000.

Key Opportunities

• Downtown could support

higher density residential

development along the

waterfront as well as in the

Central Business District that

includes 200-300 units.

• A market exists for

townhouses (16) and condos

(40-48 units) ranging from

$100,000 - $200,000 that

could provide a mix of

housing types for young

professionals and empty

nesters.

B-5

Other Business Organizations:

Rensselaer County Chamber of

Commerce

(518) 274-7020

Troy Riverspark Visitor Center

(518) 270-8667

Planning Organizations:

City of Rensselaer Planning and Development

Agency

(518) 465-1693

Contact agency for expanding or relocating

businesses, information about financing

assistance and land use and zoning regulations,

and securing commercial or office space in the

Central Business District.

Rensselaer County Bureau of Economic

Development and Planning

(518) 270-2914

Economic Development Department provides

various incentives including taxable and tax-

exempt financing, access to the Rensselaer

County Job Development Program’s revolving loan

fund, and tax abatement and job training

programs.

Capital District Regional Planning Commission

(CDRPC)

(518) 453-0850

A regional non-profit planning commission

created to perform and support comprehensive

planning work and promote sound and

coordinated development in the Capital Region.

CDRPC functions as the Regions aviation system

planner, crime control coordinator, data and

information center, Economic Development

District, and Foreign-Trade Zone administrator.

B-6

Market-Based Development Strategy

Development Strategy: Rensselaer Study Area

The three focus areas of the downtown study are, as well as the waterfront, all have distinct

characters and different potentials for development and redevelopment. While the City may

market itself as an attractive location for new development, different types of developers

will be interested in different parts of the City.

Exhibit 1 summarizes the different types of real estate opportunities that exist within these

areas. While there are overlaps among these locations and there are parts of the city where

the distinctions are unclear, these distinct market positions will be important in the

redevelopment process.

Because of the complex nature of the needs and opportunities, ranging from Main Street

style development to large-scale public-private partnerships, the City needs a development

entity that can guide and manage the redevelopment process. While Rensselaer is a small

city and the addition of a new position represents a big commitment, there is a need for this

type of expertise. The potential benefits associated with successful development far

outweigh the relatively modest costs.

The immediate focus should be on residential and commercial projects to renovate the

historic parts of the City, around the Amtrak Station, along North Broadway and in other

parts of the downtown. At the same time the City should focus on in-fill development to

create new townhouse opportunities throughout the area. This will seem difficult at first

but the situation will change as Rensselaer’s image in the region changes.

The retail situation also varies according to the different part of the City. Exhibit 2 on the

following page identifies the principal retail targets for each of the distinct sub-areas. It will

be a challenge to attract new stores and services but it can be done.

Exhibit 1

Commercial Development Sectors,

Rensselaer Study Area

Location Market Position Development Strategy

Time

Frame

Central Business District Regional Urban Village Main Street style program development. 1-5 years

North Broadway Commercial Neighborhood Renovation and infill development. Ongoing

Rail Station Properties Transit Oriented Center Transit-related development incl. air rights. 5-10 years

Waterfront Mixed-use Riverfront Public-private partnerships on large tracts. 10 years

Source: Thomas Point Associates, Inc.

B-7

Exhibit 2

Types of Establishments With Strongest Potential, By Market Sector

Type of Establishment:

Downtown

Core Waterfront

Rail Station

Area

Other

Commercial

Restaurants:

Fine Dining

⌧⌧

Ethnic Restaurants

⌧⌧

Quick Service Restaurants (QSR)

⌧⌧ ⌧

Kiosks/Carts

⌧⌧ ⌧

Specialty Food/Groceries

Bakery/Café

⌧⌧ ⌧

Coffee

⌧⌧ ⌧ ⌧

Outdoor Market/Bazaar

⌧⌧

Tobacco

⌧⌧ ⌧ ⌧

Wines and Cheeses

⌧

Retail Stores

Antiques

⌧

Art Gallery

⌧

Apparel

⌧⌧

Accessories

⌧⌧

Books, Papers

⌧⌧⌧

Convenience

⌧⌧ ⌧

Cosmetics, Specialty Beauty Products

⌧

CD's and LP's---Recycled

⌧

Crafts

⌧

Drug

⌧

Gifts, Cards

⌧⌧ ⌧

Jewelry

⌧

Liquor

⌧

Music

⌧⌧

Nature Store

⌧⌧

Sporting Goods, Clothes: Specialized

⌧

Video sales, rental

⌧

Vintage Clothing

⌧

Retail Services

Auto Detail

⌧

Banking

⌧⌧

Brokerage

⌧

Daycare

⌧

Film Processing

⌧

Finance Companies

⌧⌧ ⌧

Laundry/ Tailoring

⌧⌧

Legal Services

⌧⌧

Luggage

⌧

Medical/Dental Clinics

⌧⌧

Repairs: Consumer products

⌧

Salons: Nails, Hair, Etc

⌧⌧⌧

Shoe Repairs

⌧⌧⌧

Transportation Services

⌧

Source: Thomas Point Associates, Inc.

B-8

There are special opportunities associated with the traffic that the Amtrak Station

generates. The City should attract these types of uses (Exhibit 3) to the vicinity of the

Station.

Because of its central location in the region there will be opportunities to build

accommodations of various types into the strategy. The City should evaluate and find

room for each of these types of products:

• Bed and Breakfast

• Boatel.

• Hostel (youth, elderly).

• Hotel.

• Motel.

There is little or no market at present for office space but there will be opportunities in the

future, as the City’s image in the region changes. We can see several types of office

products oriented to different segments of the market:

• Renovation of old buildings: Professional offices, back offices.

• Infill: new construction at small scale for medical and other professionals.

• New site development: general occupancy office space for large floor users.

There may be opportunities in the future for public attractions and special facilities, such

as a museum, aquarium, convention center. The potential to build any facility of this type

will depend on how regional plans, particularly in downtown Albany, develop over the

next decade.

Exhibit 3

Transit-Related Commercial Development,

Rensselaer Study Area

Auto Detailing

Business Services

Communications: Phones, Electronics

Convenience Store

Executive Office Suites

Hotel/Motel for business travelers

Laundry

Luggage

Restaurants

Services: Finance, Insurance, other

Transportation Service (limousine)

Source: Thomas Point Associates, Inc.

B-9

Implementation, Evaluation and Phasing

Development and redevelopment in the study area of the City of Rensselaer should follow a

priority plan with specific actions staged beginning as soon as possible and continuing for

several decades and longer.

The City can take the lead, working with citizens, merchants and developers on a series of

tasks. In general there are four types of actions (Exhibit 4).

While the initial actions will require the commitment of time and money by the City, one

goal of the overall effort should be to generate public revenue from redevelopment, through

taxes, and to generate direct income through the City’s participation in public-private

partnerships.

Market research indicates that there is support for immediate development and long-term

projects. Exhibit 5 identifies criteria for evaluating different types of projects.

There are many specific actions that one can identify within these general categories. The

schedule of priority phases (Exhibit 6 on the following page) identifies the flow of actions,

from immediate to long-term program efforts.

Exhibit 4-4

Action Areas for Project Development

Organizational Strategy Creation of citizen-based planning and programming effort.

Predevelopment Planning Analysis of alternatives, feasibility, acquisition and design.

Project Development Final agreement, construction and start-up.

Management and Operation Project programming and operation.

Source: Thomas Point Associates, Inc.

Exhibit 5

Project Feasibility:

Criteria for Evaluation

Public Objectives

Site Development Factors

Compatiblity with surroundings

Market Support

Capital Requirements

Sources, availability

Phasing Potential

Regulatory Environment

Source: Thomas Point Associates, Inc.

B-10

Exhibit 6

Priority Actions and Phases, Rensselaer Study Area

Immediate Intermediate (3-5 yrs.) Long-Term (5 yrs. +)

Create waterfront trail.

Create advisory committee for reviewing civic uses in downtown.

Restore/strengthen downtown merchants' association.

Review models for development organization in the City: CDC, IDA, URA, other.

Improve housing stock around downtown and Amtrack Station.

Review alts. for school site and create business plan for relocation/reuse.

Strengthen transit connections to downtown Albany, airport, University, etc.

Improve infrastructure in downtown: signage, parking, etc.

Create new/in-fill housing program.

Review business improvement district issues and potential.

Develop "signature" waterfront attraction.

Relocate City Hall to central location.

Set up organization/entity to market/re-market properties.

Obtain seed capital to staff entity and fund acquisition.

Evaluate TIF district to fund area improvements.

Begin acquisition or development negotiations related to selected properties.

Redevelop properties in public-private partnerships.

Trade school site for new school property.

Review accommodations market (1996 study).

Identify tax benefits for priority redevelopment projects.

Evaluate options for new library in downtown.

Redevelop school site.

Work with Yacht Club on integration of public and private waterfront uses.

Source: Thomas Point Associates, Inc.

B-11

Residential Development Issues and Approach

The City is encouraging the development of cooperative and other types of housing in the

study area, near the Amtrak Station. Several important points about the housing market in

Rensselaer help to explain current conditions and development potentials:

• The City has a high proportion of rental housing (46 percent of all units) and a

reasonably high occupancy rate in all units (91.5 percent).

• While the City is centrally located in the growing region, its housing stock is

surprisingly old: almost 60 percent was built before 1940.

• Rents and sales prices make housing in the City attractive, in spite of the age of

most units and, in some cases their deteriorated condition.

• There is almost no high-end or luxury housing in the City.

With respect to the specific residential development products that the City is considering,

the market is favorable in some respects. The Albany area is a good market for multi-family

apartments. Occupancy at some older properties is running at 98 percent right now.

Rensselaer itself is a good market for rental apartments.

• Tri-City Rentals owns the 144-unit Capital View Apartment complex (east of the

Train Station). The complex has no vacancies. The 1-bedroom units (625 square

feet) rent for $600 per month and the luxury 2-bedroom/2-bath units (1,100 SF) rent

for $770. A project with higher rents would have to provide higher quality materials

and amenities.

• The Mansions at Technology Park (Exit 8) offer 250 multi-family apartment units in

two-story buildings on 27 net acres; there are one- and 1.5-bath units renting in the

$900-$1,100 range in great demand. Features include interior garages and a

clubhouse. The market is professionals (doctors, lawyers) and some empty nesters.

The Mansions in Delmar are similar.

• DCG manages a property near Hudson Valley Community College in Troy. The two-

bedroom townhomes (1,200 SF) rent for $850 per month. The same company is

planning a 275-unit 4-story residential project in Cohoes, near Riverwalk. The new

190-unit River’s Edge, the expansion of Riverwalk, offers 1-bedroom units (600-750

SF) at $785, two-bedrooms (800-1,000 SF) at $850, and three-bedrooms (1,000-1,150)

at $1,200. The monthly premium for units that offer a view of the river is $200.

The elderly population is a big factor in the market and is increasing with time. The median

age in Rensselaer is 35.8 years. The proportion of the population that will be moving into

the 65+ age group over the next few years is significant: in 2000, 18 percent of the City

population was in the age group 45-59 years. However, new apartments in Rensselaer

should appeal to the entire market, including seniors, but not exclusively to seniors.

B-12

The townhouse product would work well in the downtown. It has good street qualities

and scale and can fit into the Rensselaer context, from a design and development

viewpoint. Price will be a factor until one reaches a neighborhood threshold, and then

prices will appreciate quickly and create opportunities for better phases. Townhouses

also fit well into an infill and redevelopment strategy, and allow for risk reduction

strategies like phasing.

High-rise condos would be difficult in the study area in the immediate future. The market

lacks this kind of product and it has never been popular in Albany. Rensselaer is not the

place to start it. The first high-rise residential project in the area should be in Albany, not

in Rensselaer. The lack of infrastructure to support condos right now is a factor.

In summary, the housing market in Rensselaer is limited in diversity but healthy and there

are opportunities. There are good signs, in general. The greatest attention should be to

continuing upgrade of housing in the core area: clean-up, fix-up, demolition and

redevelopment, and in-fill. Townhouses and rental apartments have strong potential. The

elderly market is big and growing. There are diverse opportunities but the City should

Conclusion

Various kinds of residential, retail and office projects are possible now in Rensselaer and

more opportunities will arise as the City’s image changes and there is recognition of the

value of the location.

Redevelopment will bring appreciation in land values. The value of land on the industrial

waterfront in Troy is now about $60,000-70,000 per acre, significantly higher than it was

just a few years back. Values of this level will start to drive industry away from the

waterfront and the downtown and replace it with offices, stores and housing.

There may be a need for an urban renewal entity that can acquire property and direct its

redevelopment. There is no such agency here now, although the IDA has eminent domain

powers. In any case the implementation of the types of projects that are possible will

require a formidable organization with real estate development skills.

(The Market-Based Development Strategy included here is an excerpt from the City of Rensselaer’s

Market Analysis, which is on file with the City of Rensselaer.)

B-13

APPENDIX C

CBD Building Conditions Analysis

C-1

C-2

C-3

C-4

C-5

C-6

C-7

APPENDIX D

SEQRA

PART 1--PROJECT INFORMATION

Prepared by Project Sponsor

NOTICE: This document is designed to assist in determining whether the action proposed may have a significant effect on the

environment. Please complete the entire form, Parts A through E. Answers to these questions will be considered as part of the

application for approval and may be subject to further verification and public review. Provide any additional information you believe

will be needed to complete Parts 2 and 3.

It is expected that completion of the full EAF will be dependent on information currently available and will not involve new studies,

research or investigation. If information requiring such additional work is unavailable, so indicate and specify each instance.

Name of Action

Location of Action (include Street Address, Municipality and County)

Name of Applicant/Sponsor

Address

City / PO State Zip Code

Business Telephone

Name of Owner (if different)

Address

City / PO State Zip Code

Business Telephone

Description of Action:

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Page 2 of 21

Please Complete Each Question--Indicate N.A. if not applicable

A. SITE DESCRIPTION

Physical setting of overall project, both developed and undeveloped areas.

1. Present Land Use: Urban Industrial Commercial Residential (suburban) Rural (non-farm)

Forest Agriculture Other

Total acreage of project area: acres.

APPROXIMATE ACREAGE PRESENTLY AFTER COMPLETION

Meadow or Brushland (Non-agricultural) acres acres

Forested acres acres

Agricultural (Includes orchards, cropland, pasture, etc.) acres acres

Wetland (Freshwater or tidal as per Articles 24,25 of ECL) acres acres

Water Surface Area acres acres

Unvegetated (Rock, earth or fill) acres acres

Roads, buildings and other paved surfaces acres acres

Other (Indicate type) acres acres

3. What is predominant soil type(s) on project site?

a. Soil drainage: Well drained % of site Moderately well drained % of site.

Poorly drained % of site

b. If any agricultural land is involved, how many acres of soil are classified within soil group 1 through 4 of the NYS Land

Classification System?

acres (see 1 NYCRR 370).

Are there bedrock outcroppings on project site? Yes No

a. What is depth to bedrock (in feet)

Approximate percentage of proposed project site with slopes:

0-10% % 10- 15% % 15% or greater %

Is project substantially contiguous to, or contain a building, site, or district, listed on the State or National Registers of

Historic Places? Yes No

7. Is project substantially contiguous to a site listed on the Register of National Natural Landmarks? Yes No

What is the depth of the water table? (in feet)

Is site located over a primary, principal, or sole source aquifer? Yes No

10.

Do hunting, fishing or shell fishing opportunities presently exist in the project area? Yes No

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11. Does project site contain any species of plant or animal life that is identified as threatened or endangered? Yes No

According to:

Identify each species:

12. Are there any unique or unusual land forms on the project site? (i.e., cliffs, dunes, other geological formations?

Yes No

Describe:

13. Is the project site presently used by the community or neighborhood as an open space or recreation area?

Yes No

If yes, explain:

14.

Does the present site include scenic views known to be important to the community? Yes No

15. Streams within or contiguous to project area:

a. Name of Stream and name of River to which it is tributary

16. Lakes, ponds, wetland areas within or contiguous to project area:

b. Size (in acres):

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17.

Is the site served by existing public utilities? Yes No

a. If YES, does sufficient capacity exist to allow connection? Yes No

b. If YES, will improvements be necessary to allow connection? Yes No

18.

Is the site located in an agricultural district certified pursuant to Agriculture and Markets Law, Article 25-AA, Section 303 and

304? Yes No

19. Is the site located in or substantially contiguous to a Critical Environmental Area designated pursuant to Article 8 of the ECL,

and 6 NYCRR 617?

Yes No

20.

Has the site ever been used for the disposal of solid or hazardous wastes? Yes No

Project Description

Physical dimensions and scale of project (fill in dimensions as appropriate).

a. Total contiguous acreage owned or controlled by project sponsor: acres.

b. Project acreage to be developed: acres initially; acres ultimately.

c. Project acreage to remain undeveloped: acres.

d. Length of project, in miles: (if appropriate)

e. If the project is an expansion, indicate percent of expansion proposed. %

f. Number of off-street parking spaces existing ; proposed

g. Maximum vehicular trips generated per hour: (upon completion of project)?

h. If residential: Number and type of housing units:

One Family Two Family Multiple Family Condominium

Initially

Ultimately

i. Dimensions (in feet) of largest proposed structure: height; width; length.

j. Linear feet of frontage along a public thoroughfare project will occupy is? ft.

2. How much natural material (i.e. rock, earth, etc.) will be removed from the site? tons/cubic yards.

3. Will disturbed areas be reclaimed Yes No N/A

a. If yes, for what intended purpose is the site being reclaimed?

b. Will topsoil be stockpiled for reclamation? Yes No

c. Will upper subsoil be stockpiled for reclamation? Yes No

How many acres of vegetation (trees, shrubs, ground covers) will be removed from site? acres.

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5. Will any mature forest (over 100 years old) or other locally-important vegetation be removed by this project?

Yes No

6. If single phase project: Anticipated period of construction: months, (including demolition)

7. If multi-phased:

a. Total number of phases anticipated (number)

b. Anticipated date of commencement phase 1: month year, (including demolition)

c. Approximate completion date of final phase: month year.

d. Is phase 1 functionally dependent on subsequent phases? Yes No

8. Will blasting occur during construction ? Yes No

9. Number of jobs generated: during construction ; after project is complete

10. Number of jobs eliminated by this project .

11. Will project require relocation of any projects or facilities? Yes No

If yes, explain:

12. Is surface liquid waste disposal involved? Yes No

a. If yes, indicate type of waste (sewage, industrial, etc) and amount

b. Name of water body into which effluent will be discharged

13. Is subsurface liquid waste disposal involved? Yes No Type

14. Will surface area of an existing water body increase or decrease by proposal? Yes No

If yes, explain:

15. Is project or any portion of project located in a 100 year flood plain? Yes No

16.

Will the project generate solid waste? Yes No

a. If yes, what is the amount per month? tons

b. If yes, will an existing solid waste facility be used? Yes No

c. If yes, give name ; location

d. Will any wastes not go into a sewage disposal system or into a sanitary landfill? Yes No

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Page 6 of 21

e. If yes, explain:

17. Will the project involve the disposal of solid waste? Yes No

a. If yes, what is the anticipated rate of disposal? tons/month.

b. If yes, what is the anticipated site life? years.

18. Will project use herbicides or pesticides? Yes No

19. Will project routinely produce odors (more than one hour per day)? Yes No

20. Will project produce operating noise exceeding the local ambient noise levels? Yes No

21.

Will project result in an increase in energy use? Yes No

If yes, indicate type(s)

22.

If water supply is from wells, indicate pumping capacity gallons/minute.

23.

Total anticipated water usage per day gallons/day.

24.

Does project involve Local, State or Federal funding? Yes No

If yes, explain:

Page 7 of 21

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25. Approvals Required:

Type Submittal Date

City, Town, Village Board Yes No

City, Town, Village Planning Board Yes No

City, Town Zoning Board Yes No

City, County Health Department Yes No

Other Local Agencies Yes No

Other Regional Agencies Yes No

State Agencies Yes No

Federal Agencies Yes No

C. Zoning and Planning Information

1. Does proposed action involve a planning or zoning decision? Yes No

If Yes, indicate decision required:

Zoning amendment Zoning variance New/revision of master plan Subdivision

Site plan Special use permit Resource management plan Other

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2. What is the zoning classification(s) of the site?

3. What is the maximum potential development of the site if developed as permitted by the present zoning?

4. What is the proposed zoning of the site?

5. What is the maximum potential development of the site if developed as permitted by the proposed zoning?

6. Is the proposed action consistent with the recommended uses in adopted local land use plans? Yes No

7. What are the predominant land use(s) and zoning classifications within a ¼ mile radius of proposed action?

Is the proposed action compatible with adjoining/surrounding land uses with a ¼ mile? Yes No

If the proposed action is the subdivision of land, how many lots are proposed?

a. What is the minimum lot size proposed?

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Page 9 of 21

10. Will proposed action require any authorization(s) for the formation of sewer or water districts? Yes No

11. Will the proposed action create a demand for any community provided services (recreation, education, police, fire protection?

Yes No

a. If yes, is existing capacity sufficient to handle projected demand? Yes No

12.

Will the proposed action result in the generation of traffic significantly above present levels? Yes No

a. If yes, is the existing road network adequate to handle the additional traffic. Yes No

D. Informational Details

Attach any additional information as may be needed to clarify your project. If there are or may be any adverse impacts

associated with your proposal, please discuss such impacts and the measures which you propose to mitigate or avoid them.

Verification

I certify that the information provided above is true to the best of my knowledge.

Applicant/Sponsor Name Date

Signature

Title

If the action is in the Coastal Area, and you are a state agency, complete the Coastal Assessment Form before proceeding with this

assessment.

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Page 10 of 21

PART 2 - PROJECT IMPACTS AND THEIR MAGNITUDE

Responsibility of Lead Agency

General Information (Read Carefully)

In completing the form the reviewer should be guided by the question: Have my responses and determinations been

reasonable? The reviewer is not expected to be an expert environmental analyst.

The Examples provided are to assist the reviewer by showing types of impacts and wherever possible the threshold of

magnitude that would trigger a response in column 2. The examples are generally applicable throughout the State and for

most situations. But, for any specific project or site other examples and/or lower thresholds may be appropriate for a

Potential Large Impact response, thus requiring evaluation in Part 3.

The impacts of each project, on each site, in each locality, will vary. Therefore, the examples are illustrative and have been

offered as guidance. They do not constitute an exhaustive list of impacts and thresholds to answer each question.

The number of examples per question does not indicate the importance of each question.

! In identifying impacts, consider long term, short term and cumulative effects.

Instructions (Read carefully)

Answer each of the 20 questions in PART 2. Answer Yes if there will be any impact.

b. Maybe answers should be considered as Yes answers.

If answering Yes to a question then check the appropriate box(column 1 or 2)to indicate the potential size of the impact. If

impact threshold equals or exceeds any example provided, check column 2. If impact will occur but threshold is lower than

example, check column 1.

d. Identifying that an Impact will be potentially large (column 2) does not mean that it is also necessarily significant. Any

large impact must be evaluated in PART 3 to determine significance. Identifying an impact in column 2 simply asks that it

be looked at further.

If reviewer has doubt about size of the impact then consider the impact as potentially large and proceed to PART 3.

f. If a potentially large impact checked in column 2 can be mitigated by change(s) in the project to a small to moderate

impact, also check the Yes box in column 3. A No response indicates that such a reduction is not possible. This must be

explained in Part 3.

Impact on Land

1. Will the Proposed Action result in a physical change to the project

site?

NO YES

Examples that would apply to column 2

C Any construction on slopes of 15% or greater, (15 foot

rise per 100 foot of length), or where the general slopes

in the project area exceed 10%.

C Construction on land where the depth to the water table

is less than 3 feet.

C Construction of paved parking area for 1,000 or more

vehicles.

C Construction on land where bedrock is exposed or

generally within 3 feet of existing ground surface.

C Construction that will continue for more than 1 year or

involve more than one phase or stage.

C Excavation for mining purposes that would remove

more than 1,000 tons of natural material (i.e., rock or

soil) per year.

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

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Page 11 of 21

C Construction or expansion of a santary landfill.

C Construction in a designated floodway.

C Other impacts:

Will there be an effect to any unique or unusual land forms found on

the site? (i.e., cliffs, dunes, geological formations, etc.)

NO YES

C Specific land forms:

Impact on Water

Will Proposed Action affect any water body designated as protected?

(Under Articles 15, 24, 25 of the Environmental Conservation Law,

ECL)

NO YES

Examples that would apply to column 2

C Developable area of site contains a protected water body.

C Dredging more than 100 cubic yards of material from channel of

a protected stream.

C Extension of utility distribution facilities through a protected water

body.

C Construction in a designated freshwater or tidal wetland.

C Other impacts:

4. Will Proposed Action affect any non-protected existing or new body of

water?

NO YES

Examples that would apply to column 2

C A 10% increase or decrease in the surface area of any body of

water or more than a 10 acre increase or decrease.

C Construction of a body of water that exceeds 10 acres of surface

area.

C Other impacts:

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

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Page 12 of 21

5. Will Proposed Action affect surface or groundwater quality or

quantity?

NO YES

Examples that would apply to column 2

C Proposed Action will require a discharge permit.

C Proposed Action requires use of a source of water that does not

have approval to serve proposed (project) action.

C Proposed Action requires water supply from wells with greater

than 45 gallons per minute pumping capacity.

C Construction or operation causing any contamination of a water

supply system.

C Proposed Action will adversely affect groundwater.

C Liquid effluent will be conveyed off the site to facilities which

presently do not exist or have inadequate capacity.

C Proposed Action would use water in excess of 20,000 gallons

per day.

C Proposed Action will likely cause siltation or other discharge into

an existing body of water to the extent that there will be an

obvious visual contrast to natural conditions.

C Proposed Action will require the storage of petroleum or

chemical products greater than 1,100 gallons.

C Proposed Action will allow residential uses in areas without

water and/or sewer services.

C Proposed Action locates commercial and/or industrial uses

which may require new or expansion of existing waste treatment

and/or storage facilities.

C Other impacts:

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

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Page 13 of 21

6. Will Proposed Action alter drainage flow or patterns, or surface water

runoff?

NO YES

Examples that would apply to column 2

C Proposed Action would change flood water flows

C Proposed Action may cause substantial erosion.

C Proposed Action is incompatible with existing drainage patterns.

C Proposed Action will allow development in a designated

floodway.

C Other impacts:

IMPACT ON AIR

7. Will Proposed Action affect air quality?

NO YES

Examples that would apply to column 2

C Proposed Action will induce 1,000 or more vehicle trips in any

given hour.

C Proposed Action will result in the incineration of more than 1 ton

of refuse per hour.

C Emission rate of total contaminants will exceed 5 lbs. per hour

or a heat source producing more than 10 million BTU’s per

hour.

C Proposed Action will allow an increase in the amount of land

committed to industrial use.

C Proposed Action will allow an increase in the density of

industrial development within existing industrial areas.

C Other impacts:

IMPACT ON PLANTS AND ANIMALS

8. Will Proposed Action affect any threatened or endangered species?

NO YES

Examples that would apply to column 2

C Reduction of one or more species listed on the New York or

Federal list, using the site, over or near

the site, or found on the site.

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

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C Removal of any portion of a critical or significant wildlife habitat.

C Application of pesticide or herbicide more than twice a year,

other than for agricultural purposes.

C Other impacts:

Will Proposed Action substantially affect non-threatened or non-

endangered species?

NO YES

Examples that would apply to column 2

C Proposed Action would substantially interfere with any resident

or migratory fish, shellfish or wildlife species.

C Proposed Action requires the removal of more than 10 acres of

mature forest (over 100 years of age) or other locally important

vegetation.

C Other impacts:

IMPACT ON AGRICULTURAL LAND RESOURCES

10. Will Proposed Action affect agricultural land resources?

NO YES

Examples that would apply to column 2

C The Proposed Action would sever, cross or limit access to

agricultural land (includes cropland, hayfields, pasture, vineyard,

orchard, etc.)

C Construction activity would excavate or compact the soil profile of

agricultural land.

C The Proposed Action would irreversibly convert more than 10

acres of agricultural land or, if located in an Agricultural District,

more than 2.5 acres of agricultural land.

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

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Page 15 of 21

C The Proposed Action would disrupt or prevent installation of

agricultural land management systems (e.g., subsurface drain

lines, outlet ditches, strip cropping); or create a need for such

measures (e.g. cause a farm field to drain poorly due to

increased runoff).

C Other impacts:

IMPACT ON AESTHETIC RESOURCES

11. Will Proposed Action affect aesthetic resources? (If necessary, use

the Visual EAF Addendum in Section 617.20, Appendix B.)

NO YES

Examples that would apply to column 2

C Proposed land uses, or project components obviously different

from or in sharp contrast to current surrounding land use

patterns, whether man-made or natural.

C Proposed land uses, or project components visible to users of

aesthetic resources which will eliminate or significantly reduce

their enjoyment of the aesthetic qualities of that resource.

C Project components that will result in the elimination or

significant screening of scenic views known to be important to

the area.

C Other impacts:

IMPACT ON HISTORIC AND ARCHAEOLOGICAL RESOURCES

12.

Will Proposed Action impact any site or structure of historic,

prehistoric or paleontological importance?

NO YES

Examples that would apply to column 2

C Proposed Action occurring wholly or partially within or

substantially contiguous to any facility or site listed on the State

or National Register of historic places.

C Any impact to an archaeological site or fossil bed located within

the project site.

C Proposed Action will occur in an area designated as sensitive

for archaeological sites on the NYS Site Inventory.

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

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Page 16 of 21

C Other impacts:

IMPACT ON OPEN SPACE AND RECREATION

13. Will proposed Action affect the quantity or quality of existing or future

open spaces or recreational opportunities?

NO YES

Examples that would apply to column 2

C The permanent foreclosure of a future recreational opportunity.

C A major reduction of an open space important to the community.

C Other impacts:

IMPACT ON CRITICAL ENVIRONMENTAL AREAS

14.

Will Proposed Action impact the exceptional or unique

characteristics of a critical environmental area (CEA) established

pursuant to subdivision 6NYCRR 617.14(g)?

NO YES

List the environmental characteristics that caused the designation of

the CEA.

Examples that would apply to column 2

C Proposed Action to locate within the CEA?

C Proposed Action will result in a reduction in the quantity of the

resource?

C Proposed Action will result in a reduction in the quality of the

resource?

C Proposed Action will impact the use, function or enjoyment of the

resource?

C Other impacts:

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

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Page 17 of 21

IMPACT ON TRANSPORTATION

15.

Will there be an effect to existing transportation systems?

NO YES

Examples that would apply to column 2

C Alteration of present patterns of movement of people and/or

goods.

C Proposed Action will result in major traffic problems.

C Other impacts:

IMPACT ON ENERGY

16.

Will Proposed Action affect the community’s sources of fuel or

energy supply?

NO YES

Examples that would apply to column 2

C Proposed Action will cause a greater than 5% increase in the

use of any form of energy in the municipality.

C Proposed Action will require the creation or extension of an

energy transmission or supply system to serve more than 50

single or two family residences or to serve a major commercial

or industrial use.

C Other impacts:

NOISE AND ODOR IMPACT

17.

Will there be objectionable odors, noise, or vibration as a result of

the Proposed Action?

NO YES

Examples that would apply to column 2

C Blasting within 1,500 feet of a hospital, school or other sensitive

facility.

C Odors will occur routinely (more than one hour per day).

C Proposed Action will produce operating noise exceeding the

local ambient noise levels for noise outside of structures.

C Proposed Action will remove natural barriers that would act as a

noise screen.

C Other impacts:

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

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Page 18 of 21

IMPACT ON PUBLIC HEALTH

18. Will Proposed Action affect public health and safety?

NO YES

C Proposed Action may cause a risk of explosion or release of

hazardous substances (i.e. oil, pesticides, chemicals, radiation,

etc.) in the event of accident or upset conditions, or there may be

a chronic low level discharge or emission.

C Proposed Action may result in the burial of “hazardous wastes”

in any form (i.e. toxic, poisonous, highly reactive, radioactive,

irritating, infectious, etc.)

C Storage facilities for one million or more gallons of liquefied

natural gas or other flammable liquids.

C Proposed Action may result in the excavation or other

disturbance within 2,000 feet of a site used for the disposal of

solid or hazardous waste.

C Other impacts:

IMPACT ON GROWTH AND CHARACTER

OF COMMUNITY OR NEIGHBORHOOD

19. Will Proposed Action affect the character of the existing community?

NO YES

Examples that would apply to column 2

C The permanent population of the city, town or village in which the

project is located is likely to grow by more than 5%.

C The municipal budget for capital expenditures or operating

services will increase by more than 5% per year as a result of

this project.

C Proposed Action will conflict with officially adopted plans or

goals.

C Proposed Action will cause a change in the density of land use.

C Proposed Action will replace or eliminate existing facilities,

structures or areas of historic importance to the community.

C Development will create a demand for additional community

services (e.g. schools, police and fire, etc.)

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

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Page 19 of 21

C Proposed Action will set an important precedent for future

projects.

C Proposed Action will create or eliminate employment.

C Other impacts:

20.

Is there, or is there likely to be, public controversy related to potential

adverse environment impacts?

NO YES

Small to

Moderate

Impact

Potential

Large

Impact

Can Impact Be

Mitigated by

Project Change

Yes No

If Any Action in Part 2 Is Identified as a Potential Large Impact or If you Cannot Determine the Magnitude of

Impact, Proceed to Part 3

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Page 20 of 21

Part 3 - EVALUATION OF THE IMPORTANCE OF IMPACTS

Responsibility of Lead Agency

Part 3 must be prepared if one or more impact(s) is considered to be potentially large, even if the impact(s) may

be mitigated.

Instructions (If you need more space, attach additional sheets)

Discuss the following for each impact identified in Column 2 of Part 2:

Briefly describe the impact.

Describe (if applicable) how the impact could be mitigated or reduced to a small to moderate impact by

project change(s).

3. Based on the information available, decide if it is reasonable to conclude that this impact is important.

To answer the question of importance, consider:

! The probability of the impact occurring

! The duration of the impact

! Its irreversibility, including permanently lost resources of value

! Whether the impact can or will be controlled

! The regional consequence of the impact

! Its potential divergence from local needs and goals

! Whether known objections to the project relate to this impact.

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Page 21 of 21

APPENDIX E

Riverfront Park Redevelopment Plan

Rensselaer, New York

The City of Rensselaer is home to the most unique and untapped waterfront in the Capital District. With over two miles of

potential linear trail and three waterfront parks, the City is well positioned to re-connect its urban fabric to the economic,

recreational, and environmental benefits provided by the Hudson River. Rensselaer desires a consistent and well-planned

capital improvements program focused on the redevelopment of key areas of its waterfront. The first section of waterfront

trail, extending from the southern property line of the Rensselaer Middle and High School to the Livingston Avenue

Bridge, is in the planning stages. Conceptual planning for areas north of the bridge has been presented to the City and is

in the feasibility analysis stage. In addition, the City is working wit the Fort Crailo neighborhood to determine the best

alternative for connecting it to Riverfront Park with a heritage trail that would improve access to the Fort Crailo National

Landmark.

One of the key components of the City’s waterfront redevelopment efforts is Riverfront Park. Located in the heart of

Rensselaer’s Central Business District, this park provides both passive and active recreational outlets for residents and

visitors alike. Riverfront Park is viewed as the primary gateway for people to access the City’s one-of-a-kind waterfront.

However, in its current condition, the Park instills a sense of inaccessibility. Moreover, many of its recreational resources

(basketball and tennis courts, baseball diamond, etc.) are in poor condition and require rehabilitation. Finally, Riverfront

Park is an island within the City, lacking waterfront linkages to the north and south. Rensselaer would like the Park to

function as the primary waterfront node, linking the Central Business District to the neighborhoods, Fort Crailo and the

Boat Launch Park in the historic Bath Neighborhood. Ultimately, Rensselaer views their waterfront as part of a regional

system link to communities in Rensselaer and Albany County.

A conceptual Improvements Plan is provided for Riverfront Park in this appendix. Provided below is a list of the proposed

redevelopment projects.

Waterfront Trail Improvements – Improve waterfront trail in Riverfront Park to include new surfaces, benches

and lighting.

Interpretive and Restroom Facility with an Educational Station – Construct a multi-function facility near the

Clearwater dock.

Mill Creek Bridge Construction – Install a new bridge to span Mill Creek and connect to the southern portion of

Riverfront Park allowing future connection to the Fort Crailo Neighborhood.

Restored Baseball Field and Stands – Improve existing baseball facility by rehabilitating the in-field and

installing new stands.

Improved Riverfront Park Parking Area – Repave and strip parking lot.

Beverwyk Plaza Gateway Park – Improve existing park to function as a Gateway to Riverfront Park and

enhance its usability as a passive area.

Improved Tennis and Basketball Court – Restore existing tennis and basketball courts.

Fifth Avenue Reconstruction and Gateway Establishment – Reconstruct Fifth Avenue to function as a Gateway

to Riverfront Park with improved sidewalks, historic lighting, entry signage and markers, curbing and drainage.

Mill Creek Park Restoration – Restore Mill Creek Park to become a functional neighborhood park with direct

linkages to Riverfront Park.

169 Mohawk Street

Cohoes, NY 12047

(518) 238-2197

Prepared By

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